When a school leader moves on, many district boards still rely on tried and true ways of recruiting new principal candidates. Districts may, for instance, favor word of mouth candidates already associated with the school community and can, therefore, unwittingly or intentionally limit the principal pool to that of only local candidates.
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The most significant consideration for negotiating your contract starts with identifying what is most important to you. Whether you are destined to keep the ship afloat or be a driving force for change, negotiating a successful contract sets both you and the board on a path where all parties must find their true north.
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The fact is that if you have been terminated, non-renewed, or forced to resign, you are not alone, rather, part of an ever-growing community of leaders who have made a positive difference to many and still have much to contribute in a new district or a new role. But what does one do?
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Providing teachers more control over classroom decisions is far more financially effective and efficient than trying to find ways to boost teacher salaries. Teachers seek out districts and schools where faculty are trusted, respected, and appreciated. With the ever-increasing demands for accountability, following a common core curriculum, local and state mandates, teacher autonomy is a rare commodity.
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About this time of year, some of our colleagues begin counting down to retirement – not in days, weeks, or months – but in Board meetings. If you are one of these fortunate few, now that it’s November, it may be 7, 14, or (gasp) 28, but in any case, the end of your sterling career is near. July 1 will be here in the blink of an eye so our HYA team would like to offer some advice.
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As educators committed to improving student well-being and performance, we first must understand our students. The most effective way to be a student of our students is to become a student for a day.
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In today’s current environment, there appears to be a much wider acceptance among board members for candidates moving into their first superintendency and for finding the right philosophy and organizational match.
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Search consultants often share with boards that candidates are interviewing you as much as you are interviewing the candidate. While this has been true for a long time, technology makes information about boards very accessible to candidates.
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While Boards have always had to make decisions around the level of confidentiality they seek and accept in the search process, the public desire for transparency is adding a new dimension to these questions.
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