"Educators Express Key Points They Believe Superintendents Should Understand"

In the realm of education, effective leadership plays a pivotal role in shaping the learning environment for students. One such leadership role is that of a superintendent, whose actions can greatly influence the success of teachers and, consequently, the educational outcomes of students.

According to a McREL meta-analysis, high-performing districts share a common trait: they develop a clear and shared vision, accompanied by a set of goals. This vision serves as a compass, guiding strategic planning and resource allocation from the boardroom to the classroom. Superintendents must strategically align goals, resources, and practices to ensure this vision is effectively translated into action.

Bryan Goodwin, the president and CEO of McREL International, emphasizes the importance of listening to people to solve problems effectively. He also suggests creating a shared vision with the board, educators, support staff, students, families, and community for a better future. This collaborative approach ensures that the vision deeply understands the 'why' and 'how' of what is being sought, involving the voices of those who are negatively impacted by the data.

PJ Caposey, the superintendent of schools for Oregon CUSD 220, echoes these sentiments. He advises superintendents to prioritise serving the students, staff, and community over pleasing the board of education. Caposey also stresses the importance of positive energy and enthusiasm in the role of a superintendent, maintaining a spirit of optimism and determination to foster a culture of resilience and growth.

Being present allows superintendents to see needs and be an advocate for the students and staff they oversee. Caposey suggests understanding the lived experiences of students, teachers, parents, and administrators is crucial for effective leadership. By building positive relationships and trust, superintendents who have personal relationships with teachers are more likely to have teachers who support district initiatives and feel comfortable advocating needs.

Dwayne Chism, founder of Shifting Perspectives Inc., advises establishing a clear and shared vision for a future state of being, formed around multiple sources of data. This vision should guide daily actions, ensuring that they move in the direction of the goal. Superintendents should regularly monitor and reinforce the vision to maintain its relevance and effectiveness.

Goodwin also advises new superintendents to go slow to go fast, spending the first year or two building relationships with board, staff, and community members before taking action. This approach fosters trust and understanding, laying a solid foundation for effective leadership.

In conclusion, effective school district leadership requires a shared vision, strategic alignment, active listening, and a commitment to serving the community. By prioritising these principles, superintendents can create an environment that fosters engagement, improves teacher quality, and ultimately enhances student achievement.