By Raymond E. Lemley
This advisor addresses the floor point, extra mundane concerns that confound principals day-by-day and gives basic but provocative solutions to the befuddling issues that require the principal's cognizance and insist the principal's conscious responses.
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Extra info for Straight Talk for Principals
Example text
Do whatever it takes to place your school and its professional needs front and center with the teachers of the teachers. Whenever you attend a meeting, talk with your colleagues about your short- and long-term staffing needs. Encourage serious discussion about prospective teachers and about teacher candidates. Don’t just complain about the problem. Ask your colleagues where they look and what they require in a candidate. Develop a cadre of “master teachers” in your building whom you groom to accept student teachers.
Then why should the adults take something called personal days when the kids are there in school? Teaching is hard work, we all agree with that. Being a principal will wear you down. The only way we will get outcomes is if everyone on staff shows up to do his or her job. Teach, Model, and Expect Loyalty L oyalty these days may be running second to customer satisfaction. Why is it such an old-fashioned idea? I suspect that it might be fun to hold some kind of induction ceremony for new and senior staff alike with a grand celebration of loyalty to the school.
The heart and the soul of the school are instruction. And instruction and all that goes with it need you as the leader. What is even worse is when one fails to define expectations and then holds everyone hostage because that failure has created real ambiguity and confusion in the organization. Simply defined, expectation is never to be confused with the demand that we all live and work to the rhythm of nonresponsive rules and policies. Nor is expectation defined and set by unwavering policies designed to undermine our autonomy and our ability to use creativity and common sense.
