For Your Success & Glory!
18 July, 2010
- Briefly, give me an overview your relationship to the district, years in the district and at the school, and primary jobs held in the district.
- Give me a brief description of the demographics of the school. Student? Community?
- Tell me a little about the staff of the school in 1999 [first year of the API]
- Why do you believe you were selected as principal of the school?
- What kind of leadership style do you think you have?
- What kind of leadership style would your teachers say you have?
- I’d like you to take a minute and write down the top five factores that you believe have contributed to the school’s success in improving student achievement performance at the school. [Give interviewee a piece of paper.]
- Now number them in order of importance with 1 being the most important factor.
- Talk a little about the [top two or three] factores that you listed. Give me some examples that illustrate the factors.
- What decision did the school make to initiate an increase in student achievement during the year’s prior [1997-1999?] to receiving a ranking of 9 or 10 on the 2000 API? What sparked that decision?
- What role did technology play in all this?
- What latitude did you have as principal of the school to make the decisions you had to make? In what ways were you restricted?
- What process did you and the school staff use to make key decisions and develop key strategies that led to the increase in student achievement performance at the school? [Not what decisions the school made, but how did it go about making them?]
- On a scale or 1to 10, what confidence did you have in the decisions at the time they were made, before you knew their outcome? [10:you had great confidence that they were very good decisions with high probability of success; 1 you had little confidence in the decisions; they seemed risky—a roll of the dice.] [If interviewee had confidence of 6 or greater: what gave you such confidence in the decisions?]
- What was the role, if outside consultants, advisors, and central office personnel in making the key decisions?
- How did the school get commitment and agreement with its decisions from everyone? Teachers, parents, students? Give me a specific example of how this took place.
- What did you do to ensure that teachers continued to focus on improving student test performance?
- What did you try that didn’t work during the years before attaining a similar schools ranking of 9 or 10? Why didn’t it work?
- How did your school manage the pressures of district, state, and federal accountability while making these long-term changes for the future?
- Many schools undertake change programs and initiatives, yet their efforts do not produce lasting results. One of the remarkable aspects of [Successful school’s] transition is that it endured over several years, and was not just a short-term upswing. We find this extraordinary. What makes [Successful school] different? What were the primary factors in maintaining the similar schools ranking over the years?
- Tell me about one particularly powerful example of vignette from your experience or observation that, to you, exemplifies the essence of the success at [Successful School].
- I’d like to switch gears a bit here. Talk to me a bit about the administrative credential preparation courses you have taken. On a scale of 1 to 5 how would you rate them? [1: of value; 5: of great value]. [If 3 or more: give me a few examples of elements of your course work that you believe to be of value to the work you do as a principal.]
- Whom do you consider to be your mentor(s)? Talk to me about that person(s) and why he or she is your mentor.
- Talk to me about some experience related to work or to your personal life of experience that you have had in the past that you believe helped to shape your leadership.
- What did you do to ensure that teachers continued to focus on improving student test performance?
- What do or did you want most for your school?
- When you think about your work here, what are you most proud of?
- What efforts do or did you make to ensure that the school continued to sustain its success?
- When you leave your position as principal, what do you want to be remembered for?
- What else would you like to tell me about the reasons for the success of your school in raising student achievement?
Read, Learn and Flourish!
For your Glory & Success!
11 July, 2010
By Radhakrishnan Chettour
Today we are living in the midst of Information and Communication explosion. We are surrounded by the world of technology, computers, the Internet and wireless communications. Every advance in technology leads to even greater faster advances in communication until it is almost impossible to keep up. Even this change is felt in our schools and classrooms. Side by side, around the world, management practices are also changing swiftly. The word ‘Management’ itself has changed in meaning and concept. Today it implies leading and inspiring – more about how we tackle intelligently and tactfully human emotions and behaviours for taking the best out from each individual for the institutional or organisational benefit.
As educational leaders do we updated ourselves? Do we really ready to be a change catalyst? If the answer is no, then, we are outdated and willingly leave the field before ruining the future of the coming generations. As leaders of schools we should role model not only for students but for teachers and even for educators who aspire to be educational leaders of tomorrow. Survival and success of every educational leader depends mainly on the pace at which these leaders adapt to the various changes that take place in curriculum, methodology, management and aspirations of the students and parent community and all other stake holders of the school system.
Do principals factor in school success?
I can answer this question from my experience only with a resounding YES. In fact highly effective principals are considered the key to initiating, implementing and sustaining school success and imperative to high student success. Consequently, principals are expected to promote and develop the school vision, empowering stakeholders to build and maintain the conditions necessary for the success of all students.
Institutional success is to a great extent depends upon the leadership. In this context measuring leadership impact and how leaders make a difference is one of the biggest challenges facing the field today. If the belief in leadership is currently high then all involved in the study and practice of leadership should prepare to explain how they know leadership is so influential. We know that leaders’ effects tend to be indirect rather than direct because they work with and through their staff, in particular teachers. Teachers have the greatest effect on students’ learning, followed by leadership. Not only do we need to know the pathways, by which leaders’ influence others, but also how they influence the quality of teaching. These are not easy matters to unravel – it needs concentrated research by scholars and stake holders. But of all the school leadership issues this is perhaps the most important issue we face and the one the research community must address.
School leadership has been the focus of intense study in recent years as researchers try to define not only the qualities of effective leadership but the impact of leadership on the operation of schools, and even on student achievement. Authors Leithwood, Seashore Louis, Anderson, and Wahlstrom make two important claims about school leaders. First, “leadership is second only to classroom instruction among all school-related factors that contribute to what students learn at school”. Second, “leadership effects are usually largest where and when they are needed most”. Without a powerful leader, troubled schools are unlikely to be turned around. Many other factors may contribute to such turnarounds, but leadership is the catalyst”.
The nature of principals’ role has changed drastically in the last ten years from primarily managerial to that of management and leadership. Despite the recent emphasis on instructional leadership, principals continue to be responsible for traditional duties such as facility management, budgeting, school safety, pastoral care and student discipline-task that continue to absorb a continuous amount of their time.
Due to the increasing number of responsibilities required of principals, it is not surprising to find that long hours are spent on the job. Although it is generally agreed that the principals’ role has evolved in recent years, there is no clear definition of that role and no method to balance the responsibility of instructional leadership with the myriad of other demands on their time. Given the competing demands for precious time, it is imperative that not only the principals do their work well, but also that they do the right work.
One essential ingredient for success in education or in any business, for that matter, is effective leadership. If we have to succeed as an educational enterprise in a highly competitive world, then we must embrace leadership development-not in a cursory fashion, but rather in an ongoing, comprehensive, and sustained manner.
In our country lack of training facilities, dearth of highly motivated and visionary mentors and highly centralised school administrative structures make it almost impossible for ordinary educators to get prepared for taking up challenging responsibilities to become a change catalyst in this sector. If the present scenario continues as today, we are going to face a very serious leadership crisis.
What Qualities do we Develop Among Aspiring Leaders?
In this context it’s very essential to discuss, what qualities we have to foster among aspiring-young educational leaders of tomorrow? Broadly speaking the new generation school leaders should have the following core abilities.
1. Setting direction: If these leaders are trained to develop among their staff members a shared understanding of the school and its goals and activities, this understanding becomes the basis for a sense of purpose or vision. Such a vision helps people make sense of their work and enables them to find a sense of identity for themselves within their work context. To be an effective principal, they should know direction setting. They should know that an investment of time is required to develop a shared understanding of what the school should “look like” and what needs to be done to get it there. They should understand that teachers who are asked to engage in open and honest communication with the principal, to contribute their suggestions, and to voice their concerns are much more likely to follow the direction set by their leader. School Principals have to be trained to guide teachers in setting school goals, individual goals and team goals. It’s difficult for schools to make progress without something to focus their attention, without any school goals, individual goals and team goals.
2. Developing people: Much of the focus in education research regarding the principal’s role in developing staff members has been on instructional leadership, which emphasises the principal’s role in providing guidance that improves teachers’ classroom practices. But now, in addition to instructional leadership, researchers also are paying close attention to what is being termed a leader’s emotional intelligence—his or her ability and willingness to be “tuned in” to employees as people. Recent evidence suggests that emotional intelligence displayed, for example, through a leader’s personal attention to an employee and through the utilisation of the employee’s abilities, increases the employee’s enthusiasm and optimism, reduces frustration, transmits a sense of mission and indirectly increases performance. In my eight years of stint at Tata’s Highrange School, I have seen and personally experienced and benefitted out of wonderful instructional and emotional leadership (especially under Mr. Santosh Kanavalli) that goes deep into each and every member of the faculty. As a result, on a day-to-day basis every one contributes and innovates in their area of interest and finally, every day becomes a memorable day in the life of students and teachers alike. This is what real people development. So it’s very essential to develop among aspiring leaders specific leadership practices to stimulate teachers intellectually, provide teachers with individualised support and provide teachers with an appropriate model.
3. Redesigning the organisation: To succeed, leaders should be able to understand ‘Brute Facts’ and resist organisational pitfalls of the school. They should be purposeful about turning their schools into effective organisations. They can do this by developing and counting on contributions from many others in their institution to strengthen the school’s culture, modify organisational structures and build collaborative processes. Principals can strengthen school culture when they clearly and consistently articulate high expectations for all students and teachers, including subgroups that are too often marginalised and blamed for schools not making ample yearly progress. Principals can adjust organisational structures, for example, by changing schedules to ensure that teachers share common planning time and use that time to discuss improving classroom teaching. This kind of restructuring also reinforces the use of two-way processes among teachers. Given sufficient time and consistent messages about the value of collaboration, teachers learn to trust their colleagues and are more willing to share their best practices and challenges.
Redesigning the organisation thoroughly requires that leaders identify and capitalise on the strength of others. As author Carl Glickman observed: “In successful schools, principals aren’t threatened by the wisdom of others; instead, they cherish it by distributing leadership”.
In short our aspiring educational leaders should be able to set school goals, empower others to make significant decisions, provide instructional guidance, redesign school administrative structure and develop and implement strategic and school improvement plans.
Educators who want to make a difference to children’s and young person’s lives and learning pick up the role of educational leaders. To become a true educational leader you should have a passion in teaching, leadership and life long learning. For such leaders, leadership is not an end in itself, rather, it is a means to enabling children and young people to learn achieve and develop. But, can such leaders survive in the present scenario? The answer is of course a big no because schools are only evaluated on a narrow set of cognitive learning outcome measures. So it is high time for us for broadening of what counts for good schools and wants to see a wider range of measures adopted to take in excellence and equity, cognitive and non-cognitive and personal and social skills. Leaders who make a difference to the students they serve invariably attend to all of these skill areas. In this context the current revolutionary evaluation reforms undertaken by CBSE in our country is worth appreciating. These reforms will help not only in reducing stress among children but also in creating good young educational leaders who have a vision to change school system in our country.
Read, Learn & Flourish!
For your Success and Glory!