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Dear Reader, Teaching has been a time honored tradition for hundreds of years. Whether you want to pursue a career in teaching or you wish to volunteer your time as a teacher, it is important to learn key techniques which can improve your teaching abilities. Without the right tools and information, it could take you years and cost you a...
Dear Reader, Teaching has been a time honored tradition for hundreds of years. Whether you want to pursue a career in teaching or you wish to volunteer your time as a teacher, it is important to learn key techniques which can improve your teaching abilities. Without the right tools and information, it could take you years and cost you a small fortune to discover the secrets to teaching. Instead of spending a fortune on so-called experts or knocking yourself out with the old trial and error method, there is an easier way to be the teacher you have always dreamed of. Now theres good news .... I wont deny that there are a ton of books out there on teaching. Unfortunately the problem with most books on the subject of teaching is that they are either filled with plenty of promises and no solid techniques and strategies to back up those promises or they contain only one or two pieces of useful information and not a comprehensive look at everything you need to know to succeed in teaching. Introducing The Teachers Guide! Teachers Guide breaks the mold of all the other teaching books and manuals you have heard and read about. It presents solid, proven steps to help you learn how to be the teacher youve always wanted. Sounds too good to be true? Its not and I can prove it with Teachers Guide! But, first a word of introduction. My name is Dan. A few years ago I found myself in a situation not too different from your own. Like almost everyone else, I longed to be a better teacher, but I had no idea where to start! None of the books I had read on teaching had been able to solve my problem. Some of them were so mired down in fancy words and technicalities that it was a miracle I ever got past the first chapter! Others might have passed on a helpful hint or two, but did not solve my problems. Thats when it hit me! If I couldnt find a comprehensive guide on teaching, then why not create my own? I was tired of flipping back and forth through tons of books for the few bits of information that could help me; but I reasoned that if I put all those little tidbits of info together then I might actually be able to begin understanding the secrets to teaching. The next morning I furiously began to read through all of the teaching books that I had purchased over the past three years and take down the pertinent notes. I didnt stop there either. I swallowed my pride and enlisted the help of people that I knew who had been personally successful in teaching. It took awhile to sort through all of the information I had gathered and compile the notes I received from the experts I consulted, but when I was finished I sat back and was completely stunned. Right here in front of me was the information that I had been seeking all along! From the notes I had taken from several articles on the subject of teaching, as well as my own experiments, I had comprised a comprehensive compendium on the subject of teaching. I sat back in stunned amazement! It was all there! The Work of the Teacher How to Stimulate Thinking The Importance of Play in Education Classroom Lessons The Importance of Individual Differences How to Cultivate Moral Attitudes Then I decided to try an experiment and put all of my hard work to the test. The next morning I awoke with new determination. This time I would not fail! Suddenly, I was excited! I absolutely could not believe the difference. Suddenly it was all so clear! I could easily implement proven strategies without having to wade through a mountain of fancy words and difficult to understand terms. What happened next was nothing short of amazing! These strategies not only worked, but the results were completely astonishing. As my success with teaching grew, I started to feel guilty. I knew there were a lot more people out there who wanted the same solutions I had found. Somehow, it just didnt seem right to keep it to myself. One night as I made some changes to my book, I wondered how many other people might have the same problem? After all, if I couldnt find a decent comprehensive teaching manual, what were the chances anyone else could? Given the tremendous success I had encountered using my manual; I was sure that other people could take the same easy to read and understands strategies and achieve success as well. Right now youre probably thinking, Yeah, right. Theres a ton of teaching books out there. What makes you and your book so different? I wont deny for a minute that there are some good teaching books out there-after all Ive read most of them, if not all of them. The difference, however; is that my book blows all the others out of the water because it doesnt just focus on one area of the game. You get everything you need to understand how to teach successfully. Nothing, absolutely nothing, is left out. All the fundamentals are there. And thats just a small taste of what you will get when you order the Teachers Guide Absolutely everything anyone would ever need to learn how to successfully teach is contained within this impressive work. Okay, Im sold, but whats this incredible resource going to cost me? When I first began to think about putting my manual on the market, my first thought was to create a seminar where people could actually get the benefits in a hands-on way. I know not everyone loves to read, so that seemed to be a great solution. But, I quickly realized how time consuming that would be for everyone so instead, I decided I wanted as many people as possible to reap the benefits of this fabulous manual. So, Im willing to slash the cost just so you can take advantage of the incredible information within Teachers Guide.
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Sunday, 21 May 2017



Growing a school as well as stabilizing same is a function of two core business-driven values- minimizing costs and maximizing profit through optimum productivity. These values remain the driving pursuit and ultimate goal of every business organization, including educational centers.

Unfortunately, most of the strategies employed to achieve these ultimate goals are too conventional to be relevant and effective in this fast-paced 21st century educational environment. Hence, many schools are not growing commensurately with the resource input, at best; and at worst, many are rather collapsing. Those who claim to be growing are not sustaining their growth and can be best described as ‘every year young’.

The Law of 3:4:3 Formation is a novel idea in business management studies, which can be applied to growing a school. This law sees the school owner as a football coach with a 3:4:3 team formation.

How does it work?

In this case, school owners or managers represent the defence, the first ‘3’.  The teaching staff represents the midfield, the second ‘4’;  while the fundamental pillars of the school system and its processes, projections and programmes represent attack/forward line, the last ‘3’ as in a normal football team formation.

If you understand how important the midfield is to a football team, that’s the same way teachers are important to any school system.

In a typical football team, if the midfield (in this case, the teaching staff) collapses or fails to work, the defenders (the management team) would have too much pressure and end up conceding goals as well as losing out.

Besides, it is the midfield that supplies the attack/forward line to score goals. This implies that if the teaching staff fails to do their job very well, whatever programs and projections of the school, irrespective of how noble they appear, would be an effort in futility- organizational goals cannot be achieved.

“It’s rather unfortunate that many school owners/managers neglect the best interest of their teaching staff while concentrating on structural innovations and projections.”

These 10 business laws are so imperative, that without religious adherence to them, school growth and stability in the 21st century becomes a dream in futility.

Maybe you don’t know! This same team formation won Antonio Conte the English Premiership Crown in his first season as Chelsea FC Coach!

And you think it doesn’t work? Even Arsene Wenger is borrowing a leaf…

The Game Begins

…The Defence (Management Team)

1. The law of wholesome knowledge of business:

While those who form the school management team may not be jack of all trade, they nonetheless need to possess at least, a primary knowledge of every aspect of the school business they have been assigned to supervise.

They should go as far as, if need be, to apply the principle of ‘learning from the boys’. If a school owner or those in the management team fail to master the key components of the school business, the bad guys in the team, noticing the manager’ naivety, would play the sharp game, which would be detrimental to school growth and stability.

This is why it is wrong to appoint novice or unskilled professionals into a management team of the school. But if you must do, then set up a training and orientation programme for your line managers where they are made to understand both the demand and scope of their job description.

Don’t just assume they know, when you’ve never informed them.

“One of the evil things African managers do is to hand out a query to a line manager for ‘failing’ in his duty post when his supposed scope of duty was never communicated either orally or written.”

The Core Rule: The school management team must be made up of men and woman who ‘knows all’ about the areas of work they are delegated to supervise.

2. The law of moral integrity in leadership:

Moral integrity is not just a Sunday morning sermon topic; it is highly required in a school environment. No business, no matter how sophisticated, survives the shock of operating under a manager or owner with a moral flaw. This is much more serious when it comes to the school business, especially where you have growing children as well as teachers who are directly under a departmental leader who is of opposite sex.  

Mind you, moral decadence is not only about immoral lifestyle of a leader; if a head/line manager is fraudulent, takes bribe, sacrifices organizational procedures on the altar of nepotism and ‘my clique complex’, then such organization has a bleak future.

It could appear harmless at first, but in the long run, it can eat up an organization like a canker worm. It is like a school business epidemics, which leads to cover-ups, blackmail, misappropriation, fraud, loss of focus, and consequently, a total collapse of the school system.

The core rule: Always observe your line managers or heads in this area and be ready to apply the big stick the moment you notice any act of moral decadence.

3. The law of 'ID' code:

The law of 'id' code states that school owners/ managers should try to create uniqueness in a particular area of their school business expertise.

In the midst of competition, is there any positive value that distinguishes your organization from its competitors? It could be technology-driven education, expertise in STEM (Science, Technology, Engineering and Mathematics) studies, Excursions and vacations, sound and uncompromising management system,  eexpertise in Phonics and Diction, national and international competitions’ involvement, customer care service delivery, honesty and integrity, Corporate Social Responsibility (CSR) and the list goes on.

“If your organization has no positive 'id' code, then it is not meant to last.”

The Core Rule: Look for a value your school will be known for and build everything around it.

… The Midfield (Teaching Staff)

4. The law of team selection:

Selecting a team for school business growth objective is quite different from recruiting employees to work for you.

The difference between these two is so glaring. In recruiting employees, you’re after those who will work for you, and you assess them by their credentials. But in choosing a team, you’re thinking of those who will work with you, and you assess them by their potentials.

Unfortunately, many school owners don’t obey this law. They gather incompatible species in what they call team, expecting a school business growth miracle, which remains a mirage. Select a team that will help you achieve the business growth objective of your school, by studying and observing the potentials of each of your employees.

Do not be fooled by those trash called credentials, otherwise you will spend more while under-utilizing the human resources at your disposal. The right team grows an organization faster than all other conventional methodologies and approaches put together.

The Core Rule: Look at your school and find out the different areas of the school life that needs special attention- things like staff welfare, students’ welfare, health and safety, sports and recreation, intervention classes for SEN children, events and programmes, clubs and associations, name them- and appoint unit leaders and members into the various units. You do this considering their individual potentials and abilities.

One of the benefits of doing this is that you now have almost every member of staff having a feel of leadership; and be sure they wouldn’t want to fail as long as they receive the right support from the management. At this point, they are not just working for you; they are working with you- seeing the work as their own.

You’re now free to travel to Johannesburg for your sabbatical…!

5. The law of identity recognition:

 Year after year, school owners and managers spend a lot of money organizing workshops and seminars, where they invite guest speakers and lecturers, who charge exorbitantly, in addition to selling some scrap but very expensive manuals, while there could be genius in that school who could have done better, and at the same time save cost for the school.  

The law of identity recognition urges school owners to be intuitive enough to recognize the genius among their staff members.

Do you know many of your members of staff can manage a school of their own, if they have the opportunity! Yet, you will leave them behind, to go after less endowed ‘specialists’ who offer little but charge more.

Mind you, this does not rule out the need to hire professionals to train your teachers regularly. The point being made is that you have to look inside and know what you have before always going after external speakers.

The Core Rule: Plan orientation programmes for your teachers regularly and appoint each of your teachers at will to speak to the entire house on a given topic. They should be the ones to make research, prepare and deliver them. Try this and you will be shocked of the caliber of gurus you have in the house.

6. The law of commensurate reward:

The average teacher responds positively to reward and gainful motivation. Never wait until your workers raise a placard of demonstration before you see the need for improved working condition.

Be sure, many might not do that, but all would definitely reduce their commitment level, which would in turn affect productivity. The worst approach to calm them down is to go the intimidation lane. Forget it, it doesn’t work any longer.

Identify those who are highly committed and productive and reward them with a promotional benefit and an improved working condition. When you form this as a habit in your organization as a school owner or manager, the ‘workers’ will want to work more, while the ‘non-workers’ will want to start working.

“ It is very obvious nobody wants to work for you if they discover they are just working for you!”

The Core Rule: As a school manager, you must have a ‘REWARD & PRAISE’ programme for your teachers, not just threats and big sticks at any slightest provocation. You may want to know why God also made heaven for the righteous, and not only hell for the sinner!

7. The law of positive preferential:

Conventionally, we have been taught that every business manager, including school owners should approach the team as an impartial judge-treating every worker in the same way.

The law of positive preferential objects to this. The law rather recommends that individual team members should be treated and handled based on their individual approach and commitment to duty. This implies that it is possible to fire one teacher who breaks a particular organizational rule while only reprimanding another who committed the same offence.

In this case, you’re not trying to show favouritism or partiality. You’re only being thoughtful of what the organization stands to gain or lose by firing a particular worker. Remember that some members of your team are so committed and important to the cause of the organization that it would be a great disservice to you and your organization to lose such gems in the name of keeping to one flimsy organizational rule. Never get to that fool’s extent just to answer ‘Mr Impartiality’. This does not however implies that any member of staff should appear indispensable.

… The Attack/Forward Line (Systemic Processes and Projections)

8. The law of customer-based interest:

There are a lot of businesses and schools today that do not understand that today’s marketing environment is more of customer-based than product-based.

Many schools began to collapse the moment there was a drop in customer care delivery to their core customers-the parents. In fact, we are in the era of what is termed ‘relationship’ marketing, where the business growth focus is built around a happy and loyal customer base.

Schools with huge loyal customer base spend less in conventional advertisements and promotions, because they’ve got self-recruited agents who happily advertise the school by recommending it to friends and family members.

How do you feel the last time you see a teacher or a head of school shouting down or even abusing a parent just because he/she owed school fees?

You hear things like, ‘My friend, get out from here; this is not a charitable organization, nor poor people’s home’! ‘Please carry your children and leave our school, God will bring the real people!

…and many of such trash!  Yet, when the school collapses tomorrow, they begin to lay it on one ‘witches and wizards’ from the village.

The core Rule: Do everything to train your staff to talk respectfully to your parents however the provocation. Maintain your school fees policy as firmly as you can but never abuse a parent while doing that. If you do, you may end up reaping a whirlwind in a no distant time.

9. The law of minimal waste:

There is bound to be wastage in the course of business operations, but when these wastes are excessive, it could rob the organization of its growth and stability potentials.

Even if angels are sending you free money from heaven, you have no right to permit excessive waste in your school.

Whatever innovation you come up with that tends to lead to excessive waste of materials and money should be reviewed immediately and more cost-effective alternative adopted.

The Core Rule: All it may take to avoid some of these wastes is to engage a seasoned accountant. It could either be a financial accountant or a cost accountant, or both depending on the size of your school. Being able to minimize waste can increase the profits of an organization, while minimizing its cost of operation.

10. The law of long-term business projection:

This law enjoins school owners to draw a long-term projection graph for their school, and start today to work out modalities on how to realize tomorrow's dream for their organization.

 One of the provisions of this law stipulates that no school should embrace an innovation without having laid a framework that supports such innovation. Otherwise, it would run into the risk of what in management studies, is termed 'process incongruent'. In the simplest definition, have a projection of where your organization should be say, in the next five to ten years, and begin today to lay the foundation.

Conversely, what some school owners and managers do is to borrow innovative ideas from a competitor school or an ally, with no interest in raising supporting structures, and to their shock, they lose heavily, while gaining little or nothing from the huge capital outlay.

For instance, some school owners would just wake up and say, ‘We want every member of staff to start using ICT in their classroom deliveries immediately; we are going technological…’ If you don’t do that, I sa** you!

Hahahahahahahahahahahahahahaha… you can join me!

Meanwhile, no training programme has been organized to train these teachers on the use of technology in the classroom.

Give them time Sir. How do you want them to become gurus overnight, when nobody ever taught them computer in their school days..

It's like a man who laid a foundation for one-storey building, but seeing his neighbour has a three-storey apartment, decides to raise his building to that level, without tinkering with the original foundation; what he would get would be a terrible collapse.

Simply put, if you don't plan for your school business growth today; it would not grow on its own tomorrow. Like the popular saying puts it,

'The best time to plant a tree is twenty years ago; the next best time is now'.

The Core Rule: Try to lay a solid foundation for any innovative idea you think will work for you before rushing for its implementation.

The law of 3:4:3 Formation remains the simplest and best approach in achieving the key objective of school business growth and stability. When the ‘defensive’ laws that has to do with the school management itself is well solidified, and the midfield in form of the teachers doing their part very well, the entire management programmes and processes will then lead to meeting the overall goals of the school as enshrined in its vision and mission statement. No organization can remain afloat, while neglecting these laws.

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