A Message from the CEO
Dr. Muhammad Najeeb Khan
I am excited to serve as CEO Progressive Educational Network (PEN) and ready to build on the successes we have already achieved. For me, CEO-ship is the capacity to transform vision into reality. As I look ahead into the 21st century, a CEO will be the one who empower others. He or she today, could do worse than keep the 19th-century definition in mind as the one who was centered on commanding, building management or other administrative matters.
As an effective CEO of 21st century, I would like to influence a variety of PEN outcomes through my vision, mission and core values, including:
- Student achievement, through their recruitment and motivation of quality teachers,
- ability to identify and articulate college vision and goals,
- effective allocation of resources, and
- development of organizational structures and technology to support instruction and learning.
Success in all these areas of influence entails five key responsibilities:
- Shaping a vision of academic success for all students based on high standards, team-spirit and moral principles,
- creating a climate hospitable to education so that safety, a cooperative spirit, and other foundations of fruitful interaction prevail,
- cultivating leadership in others so that teachers and other administrative staff assume their parts in realizing the college vision,
- improving instruction to enable teachers to teach at their best and students to learn to their utmost, and
- managing people, data and processes to foster college improvement.
Besides, technology-propelled teaching, learning and administration ushers in fundamental structural changes that can be integral to achieving significant improvements in productivity. I am in agreement with Paulo Freire's calls for changing schooling from a process of socialization to one of liberation from the shackles of ignorance, customs and misery. Students should be encouraged to never stop asking ‘why’ and to act on their continually broadening views of reality. I believe learning is dependent on a positive teacher-student relationship. Without such a relationship, limited knowledge will be shared, retained, or created. A teaching environment should be democratic and participatory where questions are raised, improvements are made and queries are registered without any hesitation. Similarly, to measure the impact of training programs, classroom observations, formative and summative assessments help fellows to benchmark the performance in important areas such as teachers’ use of instructional time and educational materials, student engagement, and use of best-practice teaching techniques.
Likewise, PEN and school staff should be committed to carrying out their roles with openness, transparency and efficiently engaged in providing useful and pertinent information to students, parents, and the public. From my first day, as CEO PEN, I emphasized the importance of accountability and transparency to my managers, teachers and other administrative staff. It is, now, their responsibility to ensure that funds are prudently used and NPO activities are performed satisfactorily, efficiently and effectively in order to advance our mission and to promote the academic success of our children.
Finally, the crux of my role, at PEN, is not as to sit at the apex and attend to administrative tasks, but to work collaboratively and unleash potential of children, teachers and PEN’s social sector professionals.