People are attracted to teaching because they want to make a real impact. The teachers who are making the greatest difference go far beyond meeting standardised test measures. They aspire to truly level the playing field for their students, which means inspiring a love of learning, fostering the highest levels of critical thinking, building perseverance in working towards academic excellence, and so on.

The limitations of federal laws are able to create real progress at the local level. Ultimately, to effect not just incremental progress but progress that is transformational for students, we need committed leadership - people who believe deeply that their students can achieve at the highest levels and who know how to create the conditions at the classroom, school and system level to give them the opportunities they deserve.

When people think the issue can be solved, it becomes a moral imperative to be part of the solution. We can do a lot more within our school districts to recruit aggressively, select people according to high standards, invest in their training and development, and foster and reward their leadership. Once we invest more in attracting, developing and retaining teachers, potential recruits will begin to see it as a profession worth considering.

The most reliable way to be certain of their classroom impact is through independent studies conducted by third-party organisations which compare the student growth in our corps members' classrooms to that of other teachers in similar situations.

Creating a high-functioning education system requires all the strategies involved in building high-functioning organisations anywhere. It requires a deliberate and aggressive strategy to ensure extraordinary talent at every level of the system, from the superintendentcy to district offices to principalships to classrooms. It requires building systems for accountability; offering parents the ability to choose their public schools is the ultimate form of this. It requires building a strong culture at the system and school levels based on high expectations for student achievement.

As a country [USA], we can attract more talented people to teaching by raising awareness of educational inequity and getting the public to understand from individual classrooms, schools, and cities that this is an issue that can be solved.

When school district officials literally laughed at the notion that the Me Generation — this was the label for my generation — would jump at the chance to teach in urban and rural communities, their concerns, too, went unheard. My very greatest asset was that I simply did not understand what was impossible.