Superintendent Interview

            The opportunity I had to interview my school’s district superintendent was delightful.  My superintendent has only been in our district for one year. He has served as a superintendent to various school districts for a total of seven years.  His first focus, along with our school board of trustees, was to help move us from a good district to a great one. He created administrator buy-in through reviewing data and conducting a book study, which will be discussed in detail later.

            According to my superintendent, leadership is getting people to do something that they otherwise would not have done, as well as, helping people to see a different reality.  He refers to Stephen Covey’s theory stating, “That you are going through the forest and chopping away at trees and the leader job is to climb the tallest tree and make sure that you are in the right forest”.  As principal, I believe it is my job at all times to stay focused on the goal and make sure our campus is working together to achieve that goal.  Of course, this means we have to collaborate and use innovative ideas to see our goals turn into reality. 

            One positive aspect of leadership is that he enjoys the community relationship with the school board of trustees.  He quoted Bob Thompson, a professor from Lamar University, in regards to the school board and its operation: “it is their kids, their schools, and their money.  As a superintendent you share the positives and negatives of issues and materials that need to be covered before voting.  Ultimately, it still falls that it is their kids, their schools, and their money.”  My superintendent also mentioned that he enjoys helping the school board, principals, coordinators, and others to make good decisions.  He always continues to build on the relationship with others.  These relationships are ongoing as board members have certain things that they are passionate about and a superintendent needs to know how to keep these relationships balanced in order to meet the needs of the district.

            The attributes of a good superintendent is that you have to see the big picture as best you can.  His philosophy is always “why not” instead of “why”.  In most cases, when our district does certain procedures or routines his response is why not or why can’t we.  In other words, being able to validate why we do things a certain way.  He also believes in serving as an advocate for kids.  His focus is to always work to do what is best for our students.  Additionally, he also emphasizes that superintendents must have guts and there are times he or she has to take a stand in what they believe in.  A question that he posed to me was knowing what a person is passionate about and would you be willing to die on a hill for it.  In other words, be careful what you will take a stand on because if you take a stand and things go wrong, are you prepared to die on that hill.

            Since arriving, my superintendent has continuously focused on moving our district from good to great.  Last year our district leadership team, which consists of superintendent, assistant superintendents, directors, principals, and assistant principals, did a book study called Good to Great by Jim Collins.  His purpose for us doing this book study was to help us all have a shared vision.  He has commented that in order to have a shared vision, you have to focus on “the who” and then “the what”.  He is referring to a chapter in the book which refers to stakeholders selecting the right people to sit on the bus and also sit in the correct seat. This is all while the bus is moving toward greatness.  Also, the wrong people sitting on the bus have to get off so that the bus can continue to move forward.  The district is signified as the bus. Once that is accomplished then you can focus on the what.  The what is to focus on the leadership team and make sure that they coincide with one another.  It is imperative that the board, community, teachers, and all stakeholders buy into what is happening in the district.  The superintendent believes that once the right people are on the bus, then it becomes a “we” thing.   Working together with a shared vision is an outstanding way to build on the district and community.  He did refer to a previous 5A school district that he worked for. He mentioned that anytime a big deal was made at a board meeting, the board and administrative leaders would all shake hands to seal the deal. I feel this is a great way to show team building and a sense of ownership.

            It is pretty simple that we must spend money, according to my superintendent, on what it takes to promote and sustain a district culture that emphasizes student learning and professional development.  Of course with all of the budget cuts across the state of Texas, districts have to do a better job of managing money.  Our professional development will have a focus and money will be related to it.  This year, we have placed emphasis on sheltered instruction, differentiated instruction, and technology instruction.  This is due to a growth in the areas of certain populations and the need for research based instructional practices.  He shared that we have to focus on spending money wisely.  As superintendent you always have to make it important to everyone so that they know that this is serious.

            This will serve as another beneficial lesson that will enhance my learning through my superintendent internship plan. It was great to interview my superintendent and I just enjoyed the opportunity of him sharing knowledge with me through real-world experiences.  It is imperative to have the right people on the bus and a great relationship with the board, faculty, and community leaders.