ST. LOUIS SCHOOLS: Soldan educator is on short list for award
02/04/2008
Alice Manus from
Manus was recently named the state's assistant principal of the year. She now joins educators from
The state and national winners will be honored at a black-tie event in
Congratulations, Alice Manus! It’s wonderful to boast that Missouri has one of the best assistant principles in the nation—that’s no small honor. And as we’re talking about securing quality teachers in the state, it seems to reason that having great principles makes possible an environment that helps teachers succeed and is a draw for educators across the state. Businesses are beginning to take that “climate” seriously as a factor in their success; happy workers are more productive and more loyal, so many companies are starting to build in to their business services just for employees. It makes sense—everyone wants to work for someone who supports and cares about them, and in return they jump as high as they are asked. This takes more than inspirational posters and a pat on the back, however. Ms. Cornelius over at the Shrewdness of Apes blog has posted this list of principal principles:
1. They sincerely care for their people
Try to know WHO your staff members are as people. I will never forget how, when my grandmother died and I had to prepare to drive eleven hours across the country, my principal came to me and checked how I was. He put aside everything else and was there for me, and it only took five minutes. I also remember one day, when I hadn't slept for more than 3 hours at a stretch because I had a baby who couldn't sleep, my assistant principal intercepted me, saw the dark circles under my eyes, and drove me home. She then taught my classes herself until the sub arrived. When the principals model this, the teachers will do this for each other, too. And that's the way it should be.
2. Cooperate/involve everybody
A principal needs to trust his or her staff to be professionals (If someone is not a professional, deal with them rather than crafting punitive measures to be applied to everybody, please!). The principal job is incredibly demanding, and there are lots of balls to juggle. Learn to delegate, and be grateful for the help you receive. One of my greatest peeves is the way that many principals withhold important information from teachers (and, by the way, that is a violation of federal law), and how they huddle in groups in an attempt to ward off anyone approaching them. Principals who play favorites or ignore the input of the staff are shooting themselves in the foot. A principal must be willing to be a problem-solver and facilitator.
3. Name and appreciate the contributions of everybody
This flows from my comments on numbers 1 and 2. If you hide in your office all the time, you will be unable to appreciate what is done in the school. I once worked for an administration who came up with this adorable slogan: "It's not about the teaching, it's about the learning." After the English teacher in me got over the comma splice, I was incredibly insulted by this slogan. If it's not about the teaching, then why are teachers blamed for everything that happens? Then I got started making up sarcastic riffs on this stupid idea. But morale was the lowest I had experienced at this school after this little gem was published.
4. Create a climate of fun and create a space for enjoyment at work
If nothing but criticism-- and worse, disdain for teachers-- leaves your mouth or pervades your body language, everything will suffer. Try to knit the staff together as a team. Encourage teachers to form a softball team-- and show up for the games if you won't play yourself. Buy snacks for periodic happy hours. Have a hot dog roast after school. And for God's sake, on teacher appreciation day, don't throw trinkets at our heads, no matter what. I've had principals push the "Have Fun!" mantra, like from that FISH! book, but remain completely aloof from the staff.
5. Demonstrate authentic trust
I see this as two things: building trust and demonstrating trust.
A great administrator doesn't expect his or her staff to do anything he or she isn't willing to do. I once had a principal who expected every teacher to volunteer for two after-school duties each semester (for free) but he was never there. I have donated my musical talents for fundraisers for various student activities (requiring untold hours of practice after school besides the actual event)-- and seen the principal skip the event, not even making a token appearance. That sends a bad message. You're not expected to show up for everything, but rotate the events you do show up for each year, so that the people doing them can feel valued, at the very least. I also resent emails reminding us to enforce a certain policy and then watch principals not say a word as students walk by them or even hold conversations with them while violating the policy.
Likewise, to demonstrate that you do trust your staff, you have to give them substantive tasks to accomplish. Let go of the reins a bit! You'll make yourself happier and more healthy in the long run, believe me. Above all, don't be afraid to ask for help. We are all in this together, and we have to do the job of educating students together.
6. Never avoid an opportunity to listen
Examples of this would be: make eye contact when talking to people; don't read email during a conversation; endeavor to know what each of your employees has done/is doing; talk to your employees at times OTHER than when there is a problem, and be relaxed and comfortable in leaving your office and moving around the school. Don't use your secretary as a guard dog. Respond to emails properly, and promptly. Try walking up to a different person every day and asking how things are going, and if they have any needs you can meet. Then actually listen to the answer. Support your staff in the community-- and that includes in front of students and parents, even parents that are on the school board.
If you didn't love teaching, please don't become an administrator. If you taught for less than five years, please realize that there are teachers who are more experienced in instruction than you are, and utilize that and celebrate it. If you really want to create a great school, manage your staff with the intent to motivate them to excellence, and create a situation in which that is possible. Anything that interferes with that mission should be curtailed. Have a realistic, positive attitude, and that attitude will spread.
The National Association of Secondary School Principles seems to think it’s a good idea to reward excellent job performance. I personally can’t pick out just one teacher who taught elementary, middle, high school where I attended. I couldn’t pick one principal. I can think of 30 or 40 teachers that I really learned from and only a handful that I didn’t. I’d like to see rewarding excellence become something that is a part of a school district’s climate, something that happens on a local level and happens often rather than something that happens once a year for one teacher or principal in the entire nation.
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