Some Final Thoughts from the Professor - Response Not Required

I have had time to reflect and read about your experiences this semester. I still contend that the experiences that Scott, Gloria, Debbie, Jeff, Roland, Israel, and Tracie organized on our behalf were some of the finest professional experiences I have seen for future administrators during the 15 years that I have been a professor of educational administation within the Texas A&M University System. Truly professional and insightful. For those who made the most of each opportunity, you are richer for it. For those who were for any reason unable to get focused or fully appreciate the experience it was a missed opprotunity. I was so busy enjoying the experience myself, I did not fully notice until I began reading the blog postings, what level of learning took place. Your writing certainly reflects your learning.

Writing that was detailed and factual with insights revealed the highest degree of learning. Writing that was general, disengaged, and impressionistic without detail or substance showed a lack of interest in processing the experience and learning opportunities and lack of respect for the reader, including the professor. Did I see any such writing? There was some. I am not basing a grade on that; just providing professional feedback to you so that you can be about the business of taking control of your own learning and getting better. Some of us already have reached that higher level of engagement and respect. It was reflected in your writing and I appreciate it. You are ready to assume more resonsibility in education. Some of us have a ways to go.

At the beginning I asked each of you to indicate why you were selected for your position and not someone else. Many of you identified that your patience kept you from doing something you later might regret. Some identified care in how you manage friendships so as not to have adverse impact on your career. The humor of the hacky-sack moment revealed that in an unguarded moment we could lose everything we have worked so hard to gain.

Something we did not discuss is the fact that the "hacky sack moment," the moment when professional judgements are made about us, about our fitness to fill a particular role, may actually be based on something far more subtle than a full blown temper tantrum. This can happen in a job interview. It can happen at meeting in central office. There comes a moment when, unexpectedly, someone can a make a judgement about each of us aspiring to leadership roles. This might be based on choice of words, inappropriate comments, lack of focus. It can even be seen in our writing. This can also happen in graduate classes in leadership preparation as you interact with peers who will in the future be potential colleagues or even competitors for the same position.

When we get past the masters degree and are in certification programs or doctoral programs for leadership preparation, we reach a zone of high visibility. People who previously we haver never met, become, as each of you did, members of a cohort. There tends to be high levels of comradery, focus on purpose, and shared common experience. On another level, the professional level, personal likeability aside, there is a more profound and deeper assessment that is taking place. As you look around the class,from among your peers, as many as two or three individuals may very well become superintendents within the next two to four years. Opportunities to develop professional credibility among other professionals is on the line each time you come together on a weekly or bi-weekly basis.

There are opportunities in professional preparation activities to work hard and gain respect. Many of us did both as planners and as participants. There also exists the opportunity to slack off and just get by. If each of you was to make a judgement as to who you would most find worthy as a future subordinate or superior, who would you identify as individuals you most might want to work with? How would you rate among your peers? Would they select you if the situation arose?

As you move into the next phase of the superintendency program I encourage you to think about these things. Some things that struck me were how common technology has entered our lives. As common as I-phones, blackberries, and I-pads have become, what impression do you make on superintendents or architects addressing us when your attention remains focused on your electronic communicator as much or more than on the presenter? When walking about a school facility with the architect are you right with him gaining every insight possible? Or do you remain at a distance, obviously bored, having side conversations, smacking your bubble gum? Do these kinds of things make an impression? Absolutely.

But what is different now, at this level of professional learning, is that the unintended consequence of either due diligence or contrastingly, of slacking, probably will not be reflected in a grade. That is why we do not have summa, magna cum, or summa cum laude in graduate programs. Both highly diligent learners and slackers can earn an A by fulfilling minimum requiements. Where your level of effort will be reflected, however, is in the impression you make on a daily, moment-to-moment basis with professionals that may one day be a potential employer or professional reference. It is about opportunities realized and opportunities missed. That is where we all need to grow and begin seeing each other and ourselves differently.

I encourage each of you as you move into the next phase of the superintendency preparation program to exercise self-direction and develop a keen understanding that each interaction you have with each other leaves both a personal and a professional impression that is lasting. Two individuals might come to like each other personally but based on judgements made, might not ever want to be in a professional relationship with one another. When this happens, it is a lost opportunity to begin building and developing one's professional network.

That is where we revisit the notion, how did I rise to my current level? What will it take to make the next level? By being keenly aware of what kinds of things will create judgements of my character, my intelligence, my diligence, my reliability, etc. I hope that each of you develops a keen sense of how you can work together in coming years to develop respectful relationships, mentor one another, learn from one another. Reach a level where you identify your personal brand and defend it to the end by being careful how you present yourselves to one another and to others...both in professional classes and on the job. Keep learning and growing as individuals and professionals. Your journeys are just beginning. I predict some good things will happen when you take the extra effort to show respect to each other. Be mindful of the fishbowl, especially in informal situations. dh

Final Posting on Superintendent as CEO

There were several opportunities we had to learn about board superintendent relations, including the central office administrator Jim Martin as he planned educational facilities with the school board. As a summary I ask you to compare the experiences of all the superintendents, their designees, and planning professionals in securing funding, designing schools, and relationships that are formed in running a school district. A huge theme was board constituency changing over time and the impact that had on the district. Again I will reflect in response to your reflections. dh

On opening Jim Martin Elementary

Please post your reflections, observations, or other thoughts regarding the administrative side based on conversations with Jim Martin and Ms. Evelyn Cobarruvias. Please write out your thoughts completely; four inches of linear text is the minimum standard. I will post my responses to your responses. dh

East Central High School -- Superintendent-Board relations.

Thank you Roland Toscano for setting up yet another great learning experience in our "traveling superintendency seminar" this semester. I thought we had seen everything where hospitality and service were concerned but the four course meal served by your culinary arts department was extraordinary. You described Mr. Gary Patterson as a role model and mentor for you in your career development. Following his presentation, his candor, and his generosity as a host superintendent, we all can see why. I will not go first on this blog. I invite each of you to provide a four inch response to this blog posting...longer is acceptable and probably called for....respond to something that Mr. Patterson said in very personal and intimate conversation about his career as superintendent and thoughts concerning relationships between superintendents and boards. Please include one paragraph comparing Mr. Patterson's views and experiences with the other two superintendents that we have spent time with this semester.

A Retrospective: A Tale of Two Superintendents

It was interesting that we were privileged to meet both Dr. Elizabeth Garza of Edgewood and Supt. Linda McAnelly of Devine. Thanks to Scott and Gloria for arranging these meetings. Each identified interesting areas of the superintendency.

Ms. McAnelly was very specific about balancing family and school -- one reason why she became a superintendent later in life. She reported the importance of taking care not to raise discussion with one board member but not another without sending blast emails of the information to all board members containing the same information. Her closest circle of friends knew not to ask her about school. These are some key things that came out in her leadership style as well as the unique challenges of being a woman in the superintendent's role. Also of a local superintendent who has no intention of moving on, and who loves her community deeply. I was impressed that she did not sweat the politics or her own future. She set boundaries with her board and held them accountable. Didn't you love the fact that there is a Shakespearean scholar at the helm of this district. Quite a fascinating look at the modern day school setting through the eyes of William Shakespeare.

Dr. Garza was quick to point out that she had made tough decisions early in her superintendency which resulted in political consequences that she has dealt with as a matter course. Her HR experience grounded her to know that she was safe to do some of the things that she had to do. Ironically, though there were few harms that came from her approach, there were political forces that made her pay for making the unpopular choices. Like Ms. McAnelly, a contemporary only miles away, I was impressed that she also did not sweat the politics nor her own future. She noted that superintendents are always looking two or three years down the road. Her experience as a teacher of young children greatly informed her own vision of what she wanted within her own district.

Thank you to both superintendents for insights regarding the modern day school, career paths to the superintendency, and challenges of working with the board while directing the vision of the school campus. Please add your own thoughts or observations. Each must be a unique perspective or thought that you had during these presentations.

The Leadership Challenge -- Avoiding the Hack Sack Moment

Saturday morning, September 28, the first day of class, sitting before me was each of you, some assistant superintendents, principals, assistant principals, and teacher leaders who had recently completed your principal certification. Each of you had a plan for your career. Each of you had arrived at some level of authority or trust within your school district.

In essence, each of you had made it through several years of close scrutiny and had passed muster. You were seen by your superiors as worthy of trust within the organization. As you look back at your career, there were moments where you rose to the next echelon of the organization while many of your peers, including some who would love to have your job, remained in the existing role or have moved on to other things. You survived and you prevailed. Now you are embarking on a superintendency certificate which will qualify you for the next level of trust and authority.

I posed the question to each of you: " What was it that allowed you to make it through several levels of very close scrutiny to arrive at the position of trust that you now hold?" Your responses were varied. One individual replied: "I have learned what to say and what not to say in difficult situations. If it is important, I revisit the matter later when things have cooled down." Another replied: "It is because I know what I want and I am patient." Another responded: "I am careful about my friendships on the job and how I interact with them. I have to learn when and where I associate with friends. I have remain focused on my role and my responsibilities." One leader shared a completely surprising yet memorable response to those of us who were in attendance: "Dr. Herrington, when I came to my school, they saw that I cared about the students and that I knew what I was doing. But there was another individual who, it seemed, was certain to become the next principal -- until one day she became angry when a student would not quite playing hacky sack in the lunch line. She seized the hacky sack and kicked it over the fence. By the time the dust had settled this person was no longer considered for the position. That hacky sack incident was what tipped the scale in favor of me to become the next principal of the school.

As a class, when we heard the story, there were mixed reactions including surprise, amazement, and even some laughter. The moment anyone is placed on a pedestal, the scrutiny and standards of behavior increase exponentially. It can be easy to fall off the pedestal for some. But for future superintendents there has to be a high standard of conduct and careful self-monitoring behavior and self presentation. Those that remain focused, reasonable, and measured in the responses to difficult situations will be able to withstand the daily scrutiny of hundreds or even thousands of people. Probably most people can point to a near hacky sack moment before reason prevailed and they considered how their behavior would play out in the broader scheme of things.

The Hacky Sack Moment (with apologies to Mr. Israel Rios) has found its way into my teaching lexicon. Emotional Intelligence is certainly a key factor that enables one to succefully navigate such moments and to made the right impression on hundreds, even thousands of people by the time a story is told and retold.

My challenge to class members is to respond to this post with your own suggestions about ways to avoid having a hacky sack moment. This a brain storming session so please be thorough and write out your thoughts completely. We will examine each of your responses to create a top ten list by the time we are finished. I look forward to reading your responses. dh

Leadership -- Why you?

On Saturday morning August 28, the TAMUSA Superintendency courses began. We had a great beginning conversation about leadership. As a professor of educational leadership I have seen many, many of my former students who aspired to leadership roles in schools have gone on to become principals, superintendents, or in other central office roles. Some have performed at a very high level. Some have flamed out only to seek work in other professions more suited their particular talents and dispositions.

However as I looked around the class that morning, I saw assistant superintendents, principals, assistant principals, and individuals who early in their teaching careers had already completed a principal certification and were looking for their first position in leadership. I asked the question to those present, "Many people wanted the position that you now hold. Once in the profession, educators are scrutinized carefully every day they show up for work. So, why is it that each of you was hired for your position rather than somebody else? The responses were varied, some surprising and these will be posted in the next blog.

Meanwhile I want everyone secure a copy of the article from Harvard Business Review entitle "Why Should Anyone Be Led By You?" This is an important question for anyone seeking a leadership role. I you can't answer this, you probably need to take more time to reflect before you decide to become a leader. More about this later.