Aim to Invest in YOU!

June 10, 2020

This document may be printed, photocopied, and disseminated freely with attribution. All content is the property of the McCormick Center for Early Childhood Leadership.

Over the past several years, the early childhood field has shined a spotlight on the importance of professional development. While the light initially focused on teaching staff, the light is now shining even brighter on the importance of building early childhood program leadership capacity. What does this mean for you? It’s time to “Aim” to invest in you!


The McCormick Center for Early Childhood Leadership was one of the first organizations to launch professional development initiatives for early childhood leaders. Three decades later, there are multiple opportunities provided and one in particular, Aim4Excellence™, has just been completely revamped, including updated content, a new design, digital enhancements, and alignment with the competencies of the Whole Leadership Framework.


The McCormick Center’s Whole Leadership Framework was designed to clarify leadership in early childhood education at the program level and consists of three domains: Leadership Essentials, Administrative Leadership, and Pedagogical Leadership. This framework applies to individuals working in schools, centers, and homes, serving children birth through age eight and providing a consistent and comprehensive view of early childhood program leadership.


Let’s look a little more closely at the framework in relation to the nine modules provided by the Aim4Excellence program curriculum:


LEADERSHIP ESSENTIALS


Leadership Essentials include foundational skills in reflective practice, communication, and relationship building—critical for all facets of leadership and often expressed in leadership styles and dispositions.

  • Module 1-Leading the Way supports program leaders in understanding the vital role played in creating and sustaining program excellence.
  • Module 3-Promoting Peak Performance assists program leaders to understand the central role they play in supervising staff and building a learning community by guiding teachers to become reflective practitioners.
  • Module 9-Evaluating Program Quality for Continuous Improvement focuses on the critical role that program leaders provide by modeling for staff and demonstrating to families, a program’s commitment to ongoing inquiry and quality improvement.


ADMINISTRATIVE LEADERSHIP


Administrative Leadership involves maximizing team capacity to develop and sustain an early childhood organization with both operational and strategic leadership functions to include advocacy and connecting with their communities.

  • Module 2-Recruiting, Selecting, and Orienting Staff increases program leaders’ understanding of and ability to implement effective, ethical, and lawful employment practices.
  • Module 4-Managing Program Operations expands program leaders’ understanding of systems-thinking to evaluate and implement efficient, strategic, and important management systems to alleviate risk within early childhood program settings.
  • Module 5-Building a Sound Business Strategy introduces program leaders to the decisions regarding organizational structure, finances, and the way of caring for existing and prospective customers.


PEDAGOGICAL LEADERSHIP


Pedagogical Leadership addresses the complexity of teaching and learning in settings that serve young children, birth through third grade.

  • Module 6-Designing Indoor and Outdoor Environments strengthens program and leadership capacity to plan, evaluate, and improve indoor and outdoor environments for infants, toddlers, pre-K, and school-age children to create the highest quality setting for children, families, and staff to thrive.
  • Module 7-Supporting Children’s Development and Learning builds capacity to advance children’s development and learning by helping leadership establish and strengthen staff competencies for teaching and caregiving.
  • Module 8-Facilitating Responsive Family Engagement increases leadership’s influence, activates strategies to promote family engagement, and strengthens connections between families, programs, and community resources.


As you can see, each module has been carefully crafted to fit within a professional development solution, covering the competencies necessary for early childhood program leadership to increase the quality of services and to advance the field in support of young children and families.


Aim4Excellence is recognized by state professional development systems that link with quality rating and improvement systems (QRIS) across the country, institutions of higher education, scholarship agencies, and is recognized as an alternative pathway for meeting part of the director qualifications for NAEYC program accreditation. Access this working list to see if your state participates and find more information about college credit options.


Empower and invest in yourself by completing all nine self-paced modules to earn the Aim4Excellence National Director Credential, or select one or more modules to build competence in a specific leadership domain. Maximize your leadership competencies by investing in you!


Learn more at: https://mccormickcenter.nl.edu/services/national-director-credential/


References: 


Abel, M., Talan, T., & Masterson, M. (2017, January/February). Whole leadership: A framework for early childhood programs. Exchange Magazine. 22-25.

Masterson, M., Abel, M., Talan, T., & Bella, J. (2019). Building on whole leadership: Energizing and strengthening your early childhood program. Lewisville, NC: Gryphon House.


Jane Humphries, Ed.D., is the Aim4Excellence Specialist for the McCormick Center for Early Childhood Leadership at National Louis University. She has earned undergraduate degrees in Family and Child Development, a master’s degree in Early Childhood Education, and a doctoral degree in Occupational and Adult Education from Oklahoma State University. Her experience in the field of early childhood has included serving as director of an NAEYC accredited program, child and parenting specialist, researcher, program administrator of several government-funded initiatives in Oklahoma, college instructor, and published author.

By Yvonne Williams October 7, 2025
by yvonne williams “The idea of mixed-age groups, the notion of a blended family that’s born out of a family childcare program where you are around people… you learn from the older [children], and you get to interact with younger” (Williams, 2023, pp. 75-76). Family Child Care (FCC) programs are unique in their ability to care for children of varied ages in the same learning environments. Research has noted that blending children of different ages, including siblings, and using a home-based child care supports the development of building social skills and the ability to self-regulate; together they are key for preparing for school (e.g., Porter et.al., 2010; Williams, 2023). These arrangements create environments where children naturally support and learn from one another throughout the day, enriching the overall learning atmosphere and building critical foundations for future learning. The ability to offer mixed-age group care and education offers families a number of advantages: siblings remain together in one familiar setting, parents and the provider are able to sustain a long-term partnership, and families gain a sense of extended support by developing rich relationships with other children and families in the program. Mixed-age environments naturally allow older children to take on leadership roles. Younger children benefit from this by observing and learning new skills. All children gain from interacting with peers at various developmental stages, while also experiencing continuity of care with the provider. Since the FCC provider remains both educator and caregiver for many years, they also experience important benefits: deeper relationships with children, less pressure to constantly enroll and onboard new families, and a stronger sense of community with families. The capacity to offer care to mixed age groups is anchored in the FCC environment, a cornerstone of quality in home-based care. I saw this firsthand in my own research, which identified three foundational pillars for effective FCC programs: the provider, the business, and the environment. (Williams, 2023). An intentionally structured environment that safely accommodates mixed ages is often foundational to high-quality family child care, not an afterthought. Although there are many benefits to mixed-age groups, managing mixed-age groups presents unique challenges for FCC providers. These include balancing the developmental needs of children at different stages, ensuring appropriate supervision, and creating an inclusive learning environment that caters to all age groups. Providers often report that the organizational structure of FCC settings, such as mixed-age groups and balancing multiple roles, can be perceived as challenges when implementing responsive feeding and other evidence-based practices. Technical Assistants (TA) play a vital role in supporting FCC providers by offering personalized strategies and resources to address the complexities of mixed-age group settings. The most helpful technical assistance comes when people ask many questions instead of being told what to do. This helps them learn, try things out, and grow independently. I recently returned from leading a Transformative Technical Assistance (TTA) institute in New York, where a colleague and I provided training to specialists who coach both family child care and center-based programs. At our TTA Institute , we emphasize that TAs should ask insightful questions instead of immediately giving answers. This approach nudges providers into deeper thinking and gives them ownership, allowing them to uncover strategies that truly matter to them and stick over time. Below are three broad topics related to mixed-age groups, reframed as open-ended questions to help providers think deeply, act with intention, and create solutions tailored to their own programs. When asking your questions, make sure to frame open-ended questions in ways that will help the provider reflect on their practice, explore possibilities, adapt what they do, and grow stronger rather than simply accept someone else’s fixed advice. Here are three areas that include questions that may be helpful when supporting family child care professionals: Implementing Developmentally Appropriate Practices To help a provider explore ways to support their routines and interactions to meet the diverse developmental stages of children in mixed-age groups, you might ask: In what parts of your daily schedule do you see infants’ developmental needs being limited by the group dynamics or materials used? This is especially helpful when working with a provider who cares for infants along with older children. How might you adapt daily transitions or caregiving routines (feeding, diapering/toileting, naps) so that infants’ developmental needs are better honored, while also supporting the older children in the same mixed-age group? Enhancing Classroom Management To brainstorm strategies to maintain a harmonious and productive environment that accommodates various age groups, you might ask: In what ways could you change your interactions, routines, or choice of materials so that infants experience less stress and fewer behavioral challenges, while older children remain engaged and valued every day? How might you design the physical layout or daily schedule so infants have freedom to explore safely, and older children can participate in age-appropriate activities without causing overload or disruption? Promoting Inclusive Practices To examine practices that ensure that all children, regardless of age or ability, have access to meaningful learning experiences, you might ask: How might you adapt your daily routines and caregiving interactions so that every infant, regardless of ability or background, feels included, valued, and has opportunities to explore and learn? What changes could you make to the materials, space, and interactions in your infant room so that infants at different developmental stages, with varied needs, or who speak other languages can all participate meaningfully? By embedding these strategies that lead to rich dialogue and discovery, Technical Assistants help providers create learning environments that are both engaging and responsive, ones that truly foster growth and development for all children. As the landscape of early childhood education continues to evolve, ongoing support through TA remains essential in promoting the success and sustainability of Family Child Care programs. References Porter, T., Paulsell, D., Del Grosso, P., Avellar, S., Haas, R., & Vuong, L. (2010). A review of the literature on home-based child care: Implications for future directions, Princeton, N.J.: Mathematica Policy Research Report . Williams, Y. S. (2023). Exploring attitudes of four groups of stakeholders toward family childcare and recommending best practices to promote positive experiences (Doctoral dissertation). National Louis University.
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