Page 17 - 2019 Observations ~ The Montessori School

ing through natural curiosity, Sam was
able to accomplish the monumental task.
Because of Sam’s contribution, ap-
plying advanced coding skills in Vancou-
ver, he was promoted to manager. A bit
of a fish out of water, Sam knew how to
do the work, but had to tackle how to
motivate and teach others. Admittedly,
he found management challenging and
made a lot of mistakes. “A lot of times we
[manage] through carrots and sticks, but
alternative modes are useful. Not having
a crime and punishment mentality has
been important and left the door open
to implementing positive reinforcement
and positively motivate without telling
what to do. Having alternative things to Sam surrounded by “friends” in a humorous and creative Instagram post.
try and ways to understand when things
fail is critical for management, and in only way they’d hit the mark was if they ation for the art of animation and warmly
life.” learned more.” Sam determined the best embraces the opportunity to learn: “One
The Montessori model became Sam’s strategy was to drill, teach and support, of the guys came up to teach us how to
most successful application for manag- applying his Montessori learning experi- draw Donald Duck, one of the original
ing other. “It is a trusting system because ence, and referred to his approach as “co- animators.” Sam continues to honor his
you have to believe that learning is fun in piloting.” He engaged in open conversa- natural curiosity through interests in
order for Montessori to work. At Mon- tions with staff about “greatest fears at cooking—mostly inspired by unique
tessori, you trust that learning itself is work” and together, they learned the best combinations such as beet and basil ice
powerful and it’s empowering for kids. It way for the group to work. As a manager, cream (successful) topped with caramel-
made learning way more fun…it is a co- he recognized the need to help his staff ized tomato sauce (not so successful).
piloted educational experience.” learn and motivate and moved away from Sam toyed with resin and wood jewelry
Sam applied his take on the Montes- product/output oriented management to (a win) and found raw malachite and
sori methodology to leading a ten-person learning and process oriented. And it smelted it into copper (a failure)! He’s
project team on a colossal task—under- worked. Within eight months, his team writing a young adult novel just for fun
staffed, under-budgeted. The strategy his was out-producing others by 200%, and and he keeps a book of ideas to try in
own previous managers adopted of “hire nothing was intimidating. Sam’s team the future. “We were encouraged to be
someone to do a job, pressure them to do became the volvox that Sam and Kyle broad, and for me that was really fun.
it and shame them if they don’t” was one found in the swamp water, working to- I enjoy variety, it’s exciting to try new
option. However, his team was behind gether to do amazing, important work. things.”
and Sam recognized that was not the Sam enthusiastically talks about the
path. “I could see what they were pro- animation industry and has expanded
ducing and it wouldn’t work. If I’d bro- his skills beyond building (code-writing)
ken them, they would all quit. I knew the to storyboarding. He has a deep appreci-
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