The interview process was completely different than I had expected. I already had a perceived idea to what I thought the replies would be for many of the questions. After all, I am part of the executive meetings and part of the central office. However, I soon realized I was looking through a narrow scope and not a wide-angle lens. The experience from the interview now intrigues me to initiate other similar conversation with my superintendent, Glen Conner. The most significant common trend Mr. Conner offered was the value of honesty. Honesty to yourself and others is his guide to leading the district. Mr. Conner’s definition of leadership is having the style and ability to give guidance and leadership direction to benefit the children we serve.
The attributes of a good superintendent is to be a good listener. Look for compromise and be a mediator for the public, parents, and Board. A superintendent must be comfortable with saying, “No”, discern some things and make decisions for all. In today’s society a superintendent must think global and holistic when dealing with all the facets of leading a district.
I scored well in Competency 1 which emphasized the importance of integrity, fairness and ethical behavior. I believed ethical leadership had more to do with your behavior. After asking this question to Mr. Conner, ethical leadership is not only your own behavior, but that of the entire district. Mr. Conner stressed a superintendent must be honest and the patrons demand transparency in a small community such as ours. Another major area of ethical leadership is to confirm that the board members are demonstrating ethical leadership themselves. The superintendent may have to point out integrity, fairness, and ethical behavior to the Board because of a conflict of interest will arises at times. After all, trust in the district is the hardest to gain back if ever lost.
I stated to Mr. Conner that Competency 3 was an area where I needed assistance and advice to be successful with communicating and responding to the community members and knowing how to evaluate the effectiveness of this. Mr. Conner quickly stated the community will tell you how successful you are in non-objective way. In our community the school employees are our patrons. Woodville’s biggest employer is the school district. Therefore, listening to what is going on and looking at everyone's perspective. In a small community, it is expected to be at as many school and community events as possible.
As I had expected, building a good relationship with the Board is difficult. Establishing a personal relationship with the board members and not letting that interfere with Board business. The Board must respect each other and know there will be times of disagreement. Always remember that a decision is not made by one board member, but by at least four others. Understanding the backgrounds and different dynamics of the Board is necessary. Mr. Conner said by having a strong board president makes all the difference in having a productive and strong team.
Mr. Conner believes to accomplish wide range strategic planning that enhances the teaching and learning, alignment of curriculum and the other areas of Competency 5 is easier in a bigger district that a small. This is a huge process and must have an instructional leader to meet the demands of the state and federal. Mr. Conner does not know how smaller schools than ours are able to handle this effectively. Even in our district a few people must wear many hats.
Mr. Conner’s advice to me develop an effective internship is to have the opportunity to work in as many areas as possible. Mr. Conner said I have a chosen a great time to seek this internship because of my position with the district and I will have the opportunity to work more closely in all areas, versus a larger school district. After all, because of the challenges ahead we have to be flexible in the way we do the business of education. Business is not the same as usual. I am in the position to be on the cuff of dramatic change where current leadership must be inspired by this challenge.
4 comments:
Annette, I really enjoyed reading your interview reflections. Your supt. sounds very similar to my associate supt (whom I interviewed). I find it interesting that you are part of the executive team and now see two different "lenses." I agree that we all need to learn as many areas as possible and to be flexible when it comes to stepping up to the plate. In this economy we are likely to find ourselves called upon to fulfill dual roles.
Annette, you are so right about having exposure in the different areas of a superintendent's world. By being apart of the executive team you receive upfront experience. You can't beat that.
I tried posting earlier to your blog for practice. :)
I think I've finally mastered posting comments.
I truly enjoyed reading this Anette. the statement about the community lettign you know in a non-objective way is so true, especially in smaller districts. Great reflection!
Annette, I found your interview to be interesting. I am glad that your superintendent still finds honesty important. I have read several stories where suprintendents have no integrity and get into trouble. You did a great job.
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