Over the past three weeks, I’ve been trying to integrate into my new school and create routines for myself to accomplish my assignments, grad school, and still have time for my family. It’s been a tough line to walk, but I feel like I am effectively managing my time.
The hardest part of this transition as of yet is the paradigm shift from teacher to administrator. This past week, a teacher took offense to another administrator’s feedback on her lesson and classroom environment. I was not involved, yet because I am administration, I am part of the “problem” in their eyes. It’s been an eye-opening situation, illustrating the cultural communication styles of various parts of the country. It’s shown me that while I may be the administrator, and I may sign their paycheck eventually, I am not the most important person in that school. The teachers and students are. I am merely there to support them in their efforts for student achievement and growth.
Each one of us has a “mental model,” or a preconceived notion of how certain people should act within their various roles. These ideas are formed by our parents/caregivers, community, and previous experiences inside and outside of the school. We think back to our favorite teacher or a hated principal to define what should or should not happen in a given situation. We rely upon what we know to guide our actions each day.
Yet sometimes our mental models and cultural upbringings do not serve us in various situations. For instance, some people respond well to feedback that is cut, dry and to the point. Others require feedback to be couched between compliments, and another person may need to be questioned so they can be led to figure it out themselves. It is my responsibility as an administrator to assess the needs of my teachers and students, and differentiate the style of communication to best meet their needs. It is counterproductive to rely upon my preferred method of communication if that will only lower or decimate the morale of my staff members. My staff cannot raise student achievement if they do not have confidence and desire within themselves.
Good observations. In my experience, its good to keep all of those things in mind, but you, yourself, cannot be a chameleon at all times, changing approaches to each staff person.
I think its legitmate for your staff to differentiate to you as well.
You have to stand for something or you’ll fall for anything!