Superintendent Interview

I thoroughly enjoyed interviewing a sitting superintendent of a Texas school district because of his honesty and openness about the superintendency and the many facets of the position. During the interview there were common themes that I noticed with his responses that resonated with me, and those themes, I feel, will be essential to improving my leadership knowledge and skills. These reoccurring themes were listening to others, communication with others, networking, and facilitating the district’s vision.

On defining leadership and the attributes of a good superintendent, he said being confident, a good listener, and compassionate yet firm, are all key to the position. He also said being able to develop others is the sign of a good leader. He stated that, “Taking people where they want to go is being a tour guide, but taking people where they need to go is being a good leader.”  And oftentimes, that requires developing others.

Of negative or difficult aspects of the position he stated the superintendent is more removed from students due to being in a central administrative role. Dealing with high levels of stress, conflict, financial frustration over unfunded mandates and the state budgeting system are also negative aspects of his leadership position. He said there is a saying that you never want to “mess with another man’s money, another man’s kids, and another mans’ wife.” He stated that in education he is constantly dealing with two of them, their taxes and children.

In regards to developing a shared vision he states he spends the first year of his superintendency observing his district, team, staff, and community. Through observation you can learn who the “players” are, that is the “movers and shakers” in the community who he can work with to accomplish his goals. He feels everyone has the same high expectations for student learning but they all use “different paths” to get there. Manipulating these players is key to helping develop the shared vision. He also said it is important to listen to the board, because they have “hired me to run their kids, their school, their way.” Overall, listening to the community/board and learning who the important players are in the community through observation, are essential to begin developing a shared vision.

He had very good practical advice for working with the board and how he tries to accomplish that. He says that you can never communicate enough to the board. One way he does this is that on the day that the ‘board packets’ are created he takes a full day to deliver and review the packets with each board member. In doing this he is able to address issues and concerns with each member at that time, which helps him get a feel for how the board meeting will go, and with what direction he needs to take to address their concerns. He says this is advantageous in that he is able to “navigate and massage areas of conflict” more effectively.

He commented that accomplishing a wide-ranging strategic plan takes a total team effort, time, a shared vision, curriculum alignment, and stakeholder buy in.

In summary, I learned a great deal in this interview that will be valuable to me, not only in pursuit of Superintendent’s certification, but in direct application to my current role as an assistant principal.