One of my expectations for our principals is that they are forward thinking and will work to create a vision that includes a school identity that makes their building unique. There is ample evidence to support the benefit of a school vision; unfortunately, realizing a vision is easier said than done. With so much time devoted to managing the building, it is often difficult for a principal to work to meet the goals of a vision, much less get all of the staff to work toward it. The unfortunate side of this expectation is that devoting too much time to developing and implementing a vision can lead to a mismanaged school. How then, does a principal both manage and lead a school?
The answer is relatively simple; a principal does not let the management of the school consume their daily activity. Despite the unforeseen events such as a student with a knife, much of what occurs at school is repetitive and needs a standardized response or process. The responses to behaviors and situations must be practiced by all the staff so as to avoid devoting unnecessary time to a student that is for example, sent to the office. The intent of these processes is not to dehumanize school, but rather to free up time to make it more human. A school’s staff will be motivated if it knows that they are working toward a vision that will help their students succeed. Without this, the motivation to excel must come from within. When it is 20 below and dark in January, this motivation can be difficult to find.
A school vision will help motivate
One of my expectations for our principals is that they are forward thinking and will work to create a vision that includes a school identity that makes their building unique. There is ample evidence to support the benefit of a school vision; unfortunately, realizing a vision is easier said than done. With so much time devoted to managing the building, it is often difficult for a principal to work to meet the goals of a vision, much less get all of the staff to work toward it. The unfortunate side of this expectation is that devoting too much time to developing and implementing a vision can lead to a mismanaged school. How then, does a principal both manage and lead a school?
The answer is relatively simple; a principal does not let the management of the school consume their daily activity. Despite the unforeseen events such as a student with a knife, much of what occurs at school is repetitive and needs a standardized response or process. The responses to behaviors and situations must be practiced by all the staff so as to avoid devoting unnecessary time to a student that is for example, sent to the office. The intent of these processes is not to dehumanize school, but rather to free up time to make it more human. A school’s staff will be motivated if it knows that they are working toward a vision that will help their students succeed. Without this, the motivation to excel must come from within. When it is 20 below and dark in January, this motivation can be difficult to find.