Setting Early Childhood Education Career Goals
SPONSORED BLOG The task of sitting down and writing out all of your early childhood education career goals can feel daunting. Where should you start? How far in the future should you plan? And, once...
Mike wants to cultivate learning by advancing equity for young Black boys. And he’s not just working to get them kindergarten ready, a much-discussed goal in the early learning field. “My goal is to prepare them for lifelong success and allow them to reach their dreams,” Mike explains. And as he works to guide them into the future, he’s inspired by his own past. “The dreams I had as a young Black boy,” he says, “are still informing me today.”
Mike now serves as senior director of Cultivate Learning, a research and training program based at the University of Washington education department in Seattle. He provides direction to help the early learning field shift its culture to meet equity goals. He develops and provides training that focuses on diversity, equity and inclusion. He assists staff at Cultivate Learning in communicating with the public. And he is co-host of Parallel Play, a podcast funded by the Office of Head Start. “In each episode,” he says, “I discuss the ways adults can support young children in their physical, social and emotional growth.”
So, Mike has come a long way from the young boy who posed a challenge to his teachers. “I was a terror in school,” as he admits. “I fidgeted in class and was always getting in trouble. I often missed playtime because my teachers couldn’t deal with me and sent me to detention,” punitive treatment that’s inflicted on too many young Black boys. And the way teachers deal with them ignores the challenges that the boys often face outside of school, as Mike knows from his early years. “I wasn’t getting enough sleep and I often came to school hungry, so it was hard to sit still.”
In addition, Mike’s parents were rarely available for the teachers to talk to them about their son’s challenging behavior. “It wasn’t because they were bad parents or caregivers,” he explains. “The problem was that my parents were immigrants from the island of Antigua who had to work two or three jobs to provide for me, so it was hard for them to come to school. Instead, it was almost always my godmother or my barber who took me back and forth to school and came to parent-teacher meetings.”
The barber was willing to fill in for young Mike’s mom and dad because the Black community has a sense of family that goes beyond blood relatives, grownup Mike explains. “When we talk about family in the Black community,” he says, “we should include people like my barber or a person at the corner store who gives you a honey bun because they can see you’re hungry. They’re all willing to help you get to school and lend you the support you need.”
So, the community gave Mike a lot of help, and his parents also left an imprint, despite being so busy making ends meet. “When I was growing up,” he says, “my mother was a family child care provider, and I served as her assistant while my friends were outside playing on the street.” As a result, Mike always had an affinity for the early learning field, though he didn’t pursue it as his first profession. “As a child of immigrants, who struggled to give you a better life, you’re under pressure to go to become a doctor, lawyer or some other lucrative profession. So, after college and getting my MBA, I worked in international marketing and communications. Yet my heart was never really in it,” Mike says. And while in school or between jobs, he sometimes returned to his first love by serving as a nanny and doing other work that involved young children.
That gave him joy, and after a few years, he made a leap of faith by pivoting in his career. “I realized that making money for a CEO I had never met wasn’t what made me happy. What fills my cup is serving my community by serving its children”—a key way to advance equity and social justice. “If you want to know how a community is doing, you need to ask how its children are doing,” Mike points out. It follows that the Black community suffers when many of its boys can’t fulfill their dreams.
So, Mike made a commitment to guide them through the challenges that he faced in his early years. “And one of the role models who has inspired me in this work,” he says, “is Miss Cortina, my pre-K and kindergarten teacher. She understood the issues that outside Mike struggled with when he stepped inside the classroom, so she didn’t simply view me as an empty vessel to be filled with knowledge. She crafted a classroom environment that encompassed the values and ideas I had picked up from the community where I lived. She allowed her classes a great deal of freedom to select the projects they worked on and learn in ways that are familiar to young Black and brown boys”—something teachers need to do more of, Mike pleads, instead of obsessing over test scores and getting the kids kindergarten ready.
He also believes teachers need to bring in knowledge from the communities where children live. “For example, we talked about light in Miss Cortina’s class,” Mike recalls, “and she brought in a Black electrician to talk to us about light. He discussed things that aren’t taught in books and that got our attention. Then we connected light to other aspects of life that were related to our identity as members of the Black community.” And Mike has also used this flexible, free-ranging approach in his practice as an early childhood teacher. “Teachers don’t have to follow a straight path out to get their agenda right,” he learned from his lived experience in the classroom.
“I gave the children opportunities to talk about subjects that mattered to them,” he says, “and one day I planned to talk about Martin Luther King, Jr., but they wanted to talk about the water shortage in Flint, Michigan, a mainly Black city. So, I changed the day’s activities to have them focus on Flint. I also managed to find ways to connect the conversation we were having about Flint to Martin Luther King, Jr. and our Black and brown identities. So, I was able to let the children be creative while giving them lessons in history and social justice.”
Teachers also need lessons in social justice, so Mike’s current focus at Cultivate Learning is to show teachers how racism shows itself in our early childhood setting. It’s there in the hypervigilance that young Black boys often come under and in the constant discipline that he personally endured as a young boy. “If you’re making children feel like they don’t belong in the classroom, that’s an exclusionary practice,” he says.
And teachers need a better understanding of what racism looks like so they can change their practice. Teachers unwittingly act in a racist way when they let white children off the hook for acting out while punishing Black children for the same behavior, Mike explains. “They also do it by ignoring Black boys when they raise their hands in class and by yelling at them repeatedly instead of gently saying, ‘Let’s have a conversation.’”
Teachers sometimes make these mistakes with young Black boys, as Mike sees when observing early childhood classrooms. He videotapes what takes place in the classes as part of his work training teachers. “Then the teachers watch the videotapes,” he says, “and this gives them a fresh perspective on how they might be treating a child poorly and fix what they’re doing wrong.”
Doing it right begins by understanding where the child is coming from, as Mike explains. “You can’t just come into the classroom and plop down a curriculum without knowing the social context of the children who you serve. Children can’t always tell us what they need in words. Instead, they tell us through their behavior, and no behavior is random. When a young boy can’t control his body, like I couldn’t as a boy, a teacher should ask whether he’s hungry and try to find out what’s going on at home. We need to learn more about children than what’s on their enrollment application. We need to find out about what happens to children when they’re not in your classroom.” And that matters, as Mike knows from thinking back to his early years. “I was a child of poverty, but few of my teachers took the time to understand my situation.”
So, Mike urges teachers to shift their mindset when they think about so-called “challenging behavior” in a classroom. “As teachers, we need to realize how a situation might not only be difficult for us,” he says. “It might also be difficult for a child.” And having this sense of empathy requires us to acknowledge the impact of their outside lives on their actions inside school. “This might give teachers a new take on what they consider challenging behavior.” So, the challenge for teachers is to acknowledge children’s lived experiences and their community’s culture in the classroom, he says. “We must “teach through the culture and not to the culture” if we are to give Black boys a chance to reach their dreams.
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Vice President of People and Culture
Janie Payne is the Vice President of People and Culture for the Council for Professional Recognition. Janie is responsible for envisioning, developing, and executing initiatives that strategically manage talent and culture to align people strategies with the overarching business vision of the Council. Janie is responsible for driving organizational excellence through strategic talent practices, orchestrating workforce planning, talent acquisition, performance management as well as a myriad of other Human Resources Programs. She is accountable for driving effectiveness by shaping organizational structure for optimal efficiency. Janie oversees strategies that foster a healthy culture to include embedding diversity, equity, and inclusion into all aspects of the organization.
In Janie’s prior role, she was the Vice President of Administration at Equal Justice Works, where she was responsible for leading human resources, financial operations, facilities management, and information technology. She was also accountable for developing and implementing Equal Justice Works Diversity, Equity, and Inclusion strategy focused on attracting diverse, mission-oriented talent and creating an inclusive and equitable workplace environment. With more than fifteen years of private, federal, and not-for-profit experience, Janie is known for her intuitive skill in administration management, human resources management, designing and leading complex system change, diversity and inclusion, and social justice reform efforts.
Before joining Equal Justice Works, Janie was the Vice President of Human Resources and Chief Diversity Officer for Global Communities, where she was responsible for the design, implementation, and management of integrated HR and diversity strategies. Her work impacted employees in over twenty-two countries. She was responsible for the effective management of different cultural, legal, regulatory, and economic systems for both domestic and international employees. Prior to Global Communities, Janie enjoyed a ten-year career with the federal government. As a member of the Senior Executive Service, she held key strategic human resources positions with multiple cabinet-level agencies and served as an advisor and senior coach to leaders across the federal sector. In these roles, she received recognition from management, industry publications, peers, and staff for driving the creation and execution of programs that created an engaged and productive workforce.
Janie began her career with Verizon Communications (formerly Bell Atlantic), where she held numerous roles of increasing responsibility, where she directed a diversity program that resulted in significant improvement in diversity profile measures. Janie was also a faculty member for the company’s Black Managers Workshop, a training program designed to provide managers of color with the skills needed to overcome barriers to their success that were encountered because of race. She initiated a company-wide effort to establish team-based systems and structures to impact corporate bottom line results which was recognized by the Department of Labor. Janie was one of the first African American women to be featured on the cover of Human Resources Executive magazine.
Janie received her M.A. in Organization Development from American University. She holds numerous professional development certificates in Human Capital Management and Change Management, including a Diversity and Inclusion in Human Resources certificate from Cornell University. She completed the year-long Maryland Equity and Inclusion Leadership Program sponsored by The Schaefer Center for Public Policy and The Maryland Commission on Civil Rights. She is a trained mediator and Certified Professional Coach. She is a graduate of Leadership America, former board chair of the NTL Institute and currently co-steward of the organization’s social justice community of practice, and a member of The Society for Human Resource Management. Additionally, Janie is the Board Chairperson for the Special Education Citizens Advisory Council for Prince Georges County where she is active in developing partnerships that facilitate discussion between parents, families, educators, community leaders, and the PG County school administration to enhance services for students with disabilities which is her passion. She and her husband Randolph reside in Fort Washington Maryland.
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Andrew Davis serves as Chief Operating Officer at the Council. In this role, Andrew oversees the Programs Division, which includes the following operational functions: credentialing, growth and business development, marketing and communications, public policy and advocacy, research, innovation, and customer relations.
Andrew has over 20 years of experience in the early care and education field. Most recently, Andrew served as Senior Vice President of Partnership and Engagement with Acelero Learning and Shine Early Learning, where he led the expansion of state and community-based partnerships to produce more equitable systems of service delivery, improved programmatic quality, and greater outcomes for communities, children and families. Prior to that, he served as Director of Early Learning at Follett School Solutions.
Andrew earned his MBA from the University of Baltimore and Towson University and his bachelor’s degree from the University of Maryland – University College.
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Jan has more than 30 years in accounting and finance experience, including public accounting, for-profit and not-for-profit organizations. She has held management-level positions with BDO Seidman, Kiplinger Washington Editors, Pew Center for Global Climate Change, Communities In Schools, B’nai B’rith Youth Organization and American Humane. Since 2003, Jan has worked exclusively in the non-profit sector where she has been a passionate advocate in improving business operations in order to further the mission of her employers.
Jan holds a CPA from the State of Virginia and a Bachelor of Arts degree from Lycoming College. She resides in Alexandria VA with her husband and dog.
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