Leadership

What should keep school leaders up at night?

How many times have you been to a professional development activity where the icebreaker focused on the question of what keeps you up at night?  For me, the answer is too many.  The question tends to get worn out.  Perhaps if we actually reflected on this question seriously we might end up in a better place.  Let us use this question again and change it ever so slightly.  Let’s add a word.  What should keep us up at night?   I hope I have gotten your attention and perhaps you have begun to think about this question.  Maybe your reflective process has begun?

(For the purpose of today’s article, I will stay out of the current national political situation and the entire concept of school funding. Both areas cause me great concern.)

I know we tend to like lists so let’s get started.

The 10 Most Important Questions That Should Keep School Leaders Up at Night.

1. Are my students physically and emotionally safe in my school?

Nothing can positively happen in a school where students are not safe.  It is fairly easy to put safeguards in place when dealing with the physical welfare of the students.  But what about their emotional safety and security?  Are students valued and respected by staff?  Each other?   Please take a moment to listen how staff members speak to students.  At times, I have been appalled at hearing the words and the tone used by staff when talking to students, especially when they thought no one was listening. Take a moment to listen to how students speak to one another. Spend some time in the cafeteria and on the playground.  And please do not forget that exclusion is a very hurtful way to bully.  We sometimes overlook that.

2. Are my students learning?

Isn’t the purpose of schools to nurture and guide student learning?  Thankfully, current literature is starting to focus more on the essence of learning. Is there equity in my school?  Are my classes rigorous?  Do we push our students to succeed? More importantly, how do you know that learning is taking place? That is the real question.  What evidence do you have to support the claim that students are learning in your school?

3. Are my teachers effectively teaching?

What do you see in your classrooms?  Points #2 and #3 are closely linked.  However, some students will learn in spite of what we do.  Just think of what these youngsters could do if we hit the teaching target.  Do you see student-centered classrooms where students are actively engaged in learning?  Are they bored? Disengaged?  Do you see evidence of best practice instruction?

4. Have you communicated your vision and academic agenda?

Do you have an academic agenda?  What do you want to accomplish in your school?  What do you stand for?  What are your expectations?  It is important that your staff and students know the answers to these questions.  You communicate the answers in everything that you do or say.  Many times, your nonverbal communication is more important than what is actually said.

5. Does my school have a healthy culture?

 I have shared with you in past posts about my belief in the importance of a healthy school culture.  A healthy school culture will foster collaboration, communication, and effective teaching.  I am convinced that once the culture is right, student achievement and actual learning will improve.  The sad thing is that many principals do not have their finger on the real pulse of the school.  Principals will see things as they want to see them regardless of reality.

6. Do I respect time?

 Do I have an understanding of how valuable time is to my teachers?  And if I do, how do I protect it and value it?   A good place to start in ensuring this point is to eliminate needless interruptions during class and the school day.  If you work in a high school, one day count how many times that the public-address system interrupts teaching.  I have a hunch that you will be quite surprised by that number.  I would also bet that these interruptions are the result of disorganization or laziness on the part of other staff members.  (Many times, by the administration)

7. Do I generally effectively communicate with everyone and am I transparent in my actions?

Do I solicit input from a large cross section of staff that work in my building?  Where and when possible, do I use this input in the decision-making process.  This is especially important when the decision has a direct impact on that specific group of people. Do I play favorites by soliciting only the “chosen” few?  This is deadly.  This will destroy any hope of transparency and trust building.  Never think that others are not aware of this group of confidantes.  There are very few secrets in a school or district. 

8. Do I provide the right feedback to staff and do I effectively nurture their growth?

 Do people know where they stand relative to their actual performance?  Are you able to have that honest and candid conversation?  There should never be any surprises in this area.  This is especially true when teacher retention is at stake.  It should never be a surprise to a person when they are not renewed. What is the quality of your feedback?  I conducted a piece of action research recently, and teachers were very candid telling me that the feedback they received from their administrators was basically useless.  For the most part, they liked the administrators and got along well with them.  They simply believed that the feedback rarely if ever helped them grow. 

9. Am I confident and comfortable in my decision making?

 First of all, assume that you are able to make a decision.  Today is not about the decision-making process.  I have seen some people vacillate and flip flop so often that by the time a decision is made, a whole new set of issues has arisen.  They stall the need for a decision.  Some will actually run into the office and hide.  How do you react in the times of crisis?  Do people look for your direction in the times of stress or in an emergency?  Remember that you are the quarterback and in the closing seconds of a game, you must be in control and your teammates should be looking to you for direction.

10. Do I build positive relationships with people that embody trust and respect?

 This business is all about building relationships.  Are your relationships built upon solid foundations?  Do people trust you?  The degree of trust may be the biggest predictor in determining your success or failure.  Developing trust is hard work and people evaluate everything you do.  Are you honest?  Is what you say today the same tomorrow?  If you have built trustworthy relationships, navigating “stormy rough waters” will certainly be easier.

I truly hope that today’s article sparks some deep reflection.  It is only after I have been away from my administrative positions that I have held that I have been able to honestly see my shortcomings in some of these areas.  I just never took the time to look.