The first two lessons from six months as interim Principal

I am an oldest child. I have a habit of taking charge. In many respects this is a good trait for a Principal. There were times when a decision was needed...when everyone in a meeting was waiting for a sense of direction or an understanding of next steps. There were other times when I wish I had waited to step in or had asked a few more questions or sought out other's opinions before I waded in. Twice I know I muddied the water by responding and deciding rather than making sure I had the best information. In both cases, apologizing and working with all those involved helped to bring a good resolution.

In another instance, I didn't like the direction a faculty member was heading with a process to support students.

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Rather than meeting and asking the person to rethink and consider the implications of his assumptions, I sent an email and simply took over. Understandably, this person felt undermined and angry. In retrospect, I should have had the discussion first. I might still have had to intervene, but I would have given this person the opportunity to provide the solution himself.  We both wanted to support our students. As Principal I had a different perspective, that of parents and their expectations for what the school should provide, and what I thought was realistic. My colleague had concerns about job creep and increasing demands on teacher time.

Besides stepping in when I should wait, I found it all too tempting to send an email

rather than speak to someone in person--while I was Principal my inbox doubled over its previous volume. Opting for email was especially true when I anticipated meeting resistance or displeasure with what I had to say. So my second lesson from this six months is to choose face to face or a phone call (not voicemail!). This summer I have made a point of walking out of my office to find people to respond to their emails or to ask a question that needs more than a yes or no answer. I know that this won't always be possible in the crush of the school year, but if I practice now, it will be easier to do when its harder to do.

Freezing Green Beans and Reading Charles Wright

A week ago I finished reading Seamus Heaney's District and Circle (again), breaking my own rule that my first poet of the summer is someone I haven't read before. I found new poems to hold onto and visit again..."The Tollund Man in Springtime", "Planting the Alder", and "A Stove Lid for W. H. Auden" to name only those most present in my mind. The new poet for this summer is Charles Wright, named Poet Laureate in 2014. After a little research, I chose Negative Blue: Selected Later Poems. I think I chose it because it included his poems from his collection titled Chickamauga.  Many years ago I spent the summer reading Shelby Foote's Chickamuaga and Other Civil War Stories.  I have only read the first eleven of Wright's poems; I know I need to give him and his poems more time. But even the poems set in spring and summer such as "After Reading Tu Fu, I Go Outside to the Dwarf Orchard" have an autumnal feel. I feel detached, held at a distance by this poet contemplating what it all means in the second half of his life. . . what it all means through the lens of LaoTzu and the poets influenced by him. (When I think of Lao Tzu, I tend to remember the sense of humor and for Chinese poets I gravitate to Li Po).  I remember having the same reaction to Don Delillo's White Noise, and anything by John Updike. The sense of detachment and emptiness as emptiness (rather than emptiness as receptivity) in these first poems is out of synch with where I am, when I am.

Perhaps, I shouldn't have started my day in my garden watching bumble bees gather pollen from the liatris. Perhaps I should have skipped counting how many new blooms were on the Magnolia tree. Perhaps I should have started the day with the New York Times and the fighting in the Middle East, the downed plane in the Ukraine, the man killed by the Staten Island police.

Perhaps, I shouldn't have spent my day in the kitchen. Maybe, I could have been more ready for Wright. On the one hand, of what use is it for me to clean, blanch and freeze green beans I bought at the West Chester Grower's Market yesterday? I can for much less money (and time) buy frozen beans at the Acme. Thoughts like these might have opened the way for Wright's lines from "Easter 1989."

On the other hand, I could have spent my day reading something from the piles of books I have throughout the house; I could have spent the time exercising or writing college letters of recommendation for my students. I could have started my reflection on being Interim Principal. If I had a third hand. . . I would say to the other two hands . . .I spent my morning at my kitchen sink, snapping beans and watching "my" humming bird sip nectar from the bee balm Sarah planted in her seventh grade butterfly garden. In between beans, I rolled out the flaky pie crust I had started the day before (and yes a store bought crust is faster and sort of good). Then the crust sat in the fridge for an hour to rest --for better flakiness. The peaches macerated in their own juices which were then boiled down to a third cup of syrup. Peach and blueberry pie and green beans, one for tonight, one for this winter. 

While I worked I thought about how much pleasure I take from looking out my window at the life right there, how much creativity I bring to creating meals for my family, and how much I will enjoy going down to my freezer next winter to get a bag of my frozen beans for one of our favorite winter soups. At that moment I will remember the hummingbird, the sound of the lawn mower, the rooster down the hill and the mockingbird at the top of the Crimson Maple. 

This day, which included cleaning two bathrooms as well as the cooking and baking, brings to mind how much I delight in the witch's stories in Terry Pratchett's disc world series. Unlike the wizards, who mainly eat and argue, the witches do what needs doing, they pay attention, they are woven into life --individual lives and the web of life. Perhaps that's why I savored every page of Michael Ondaatje's Divisidero and had such trouble even finishing Snow Falling on Cedars. (However,  a very good friend tells me to give David Guterson another try).  I want what I read to connect me to life, not hold me at arm's distance, not wallow about death or immortality or numbness or regret or anomie. With bumblebees drunk on nectar who has time to do anything but be alive?

WEEK 26: What makes a great team mate? #savmp

This week in SAVMP we are asked to consider what makes a great team mate.

“Leaders should never work in isolation and the best one’s often create teams that will ensure they are doing what is best for kids.  In a previous article I posted on my own blog, I share some of the attributes that I look for in a great Assistant Principal.  I would like to challenge you to think and share what you look for in a “leadership partner”?  (George Couros)

I have a quote from Peter Drucker, business guru, on the bulletin board in my office " the task of leadership is to align strengths in such a way that weaknesses are irrelevant.” I have spent considerable time considering the strengths and talents (and areas for growth and even out right weakness) of those I work with. In my more usual job I serve in a role akin to a public school Vice Principal shared across divisions and help our Lower, Middle, and Upper School Principals with curriculum development and faculty evaluations. Reporting to the Head of School I also help the him with special projects. In this role I see myself as the team member rather the constructor of the team. As interim Principal I inherited the team constructed by my predecessors. In all cases I see my task as seeking out the best partners from my co-workers and drawing out their strengths.

In thinking about the attributes I most value in my educational partners I would lift up the following three:

1)  A relentless, laser focus on our mission as a school; the corollary would be a comfort with saying "no, that's not what we do." As an independent school with a very specific and aspirational mission in a very competitive market, decisions have to be consonant with our mission and sensitive to our student market. This is no easy task. In the end, mission has to trump all else. Our mission, in the limits it imposes, fosters incredible opportunities for creativity. Some of my best partners have challenged me to remain within the mission even as we are forging new ground with approaches to program and personnel development.

2) Willingness to always put students first: Teaching in any school is exhausting, in a boarding school the exhaustion can be relentless. In every conversation about balance of life or pace of life for teachers the danger is to put the needs of the adults above the needs of the students. Whether its designing a new student leadership selection process or implementing a 1 to 1 program or creating a new schedule, I want a partner who understands that what serves our students best will in the end serve the adults well too. I am not suggesting that the students run amok or are spoiled or catered too. Rather, the school and its systems are here to serve and educate our students (from within our mission!).

3) Risk taking/confidence/moxie: When I was a full time class room teacher, I experimented with my curriculum, pedagogy, and assessments as a matter of course. I thought everyone did. In a recent meeting, when a well respected, mid-career colleague said that for our emphasis on Action Based Learning to Work, she needed permission to fail, I was reminded once again that my habit of leaping before I looked is not the norm. Many of my colleagues want permission first. While I appreciate caution, I seek out partners who are willing to try something new, have the confidence to be wrong, enjoy taking a creative approach, and are willing to challenge me. I am most impressed when this confidence is accompanied by a genuine unassuming manner.

There are other characteristics I value, not the least a willingness to challenge my assumptions and present alternative ideas. But when it comes to courageous leadership I find the three I listed invaluable.

Week 23: Being a Student Driven Principal #SAVMP --scattered thoughts on a Sunday evening

This week Amber Teaman asked us to consider the challenges of keeping teachers and other adults in a teaching community focused on doing what is best for our students. Recently, we adopted a new schedule. The three prime directives of this schedule were that it serve the needs of students first, that the middle and upper school schedules align enough to allow for student (and therefore teacher) cross over, and that it increase time for extended projects and deeper learning. In other words, the schedule needed to serve students needs to take as wide a variety of courses as possible, to take the courses that best fit their readiness to learn -- 8th graders taking language and math courses in the high school program--, and that time for student exploration be hardwired into the day. The unintended but not unexpected consequences included less meeting time during the day for adult committees and fewer free periods for teachers.The daily period changes were accompanied by a switch from trimesters to semesters. Through the process I observed the correlation between an individual teacher's general unhappiness with the old schedule and now with the new schedule and the number of times sentences about the schedule would began with "I need in order to . . . " or "this doesn't work for me because . . . ."

I believe my colleagues are genuinely motivated to teach because they see themselves as serving their students. Those that don't have this approach generally don't last in today's climate in independent schools.  Naturally, we want to do and teach what we enjoy. If we aren't already knowledgeable we want to be learning something new that interests us. We want to work with students in ways that play to our individual strengths. And as a Principal/principle I want to align my faculties' strengths with the needs of my students and the tasks that need to be accomplished (clubs, sports, advising, academics, dorms, leadership roles, athletics) within the complexity of a school. Having said this, there are any number of things in a school that are good for our students, good for the school and not always good for a teacher. Perhaps, I am over focused on this prompt in job descriptions and the day to day work -- this is probably a reflection of where I am in the cycle of the year.

Let me try and step up to a thousand feet at least.

I intended to write about school change to benefit students and put their needs first. Maybe, I shouldn't have started with the schedule ! :) For the past year I have had the same chart over my desk that Amber placed at the top of her blog. As an administrator I have had to work hardest at avoiding both confusion and false starts. Either the vision isn't clearly articulated or in the end the action plan needs better delineation. Both run into the same problem in the end. Only a clearly articulated vision and a carefully planned set of action steps will overcome inertia and TTWADI. When presenting student centered initiatives, I have found it useful to remind us of where we have been and how the work we have already done has led us to this place -- to lean into the direction we are heading and remind us of why we are doing the work before us, no matter how challenging (or exhilarating!!). This helps with establishing the vision. That work always has our students at the core. I am reminded of a workshop led by Heidi Hayes Jacobs in which she had us imagine students sitting next to us as we mapped our curriculum and then she invited real students into the room. Lately, I have been adding students to faculty committees to remind us always that the decisions we make affect our students; why not invite their voices where appropriate (they are sure to share them inappropriately otherwise).

Week 20: The Art of Delegation #SAVMP

This week in SAVMP we are considering the importance of delegating tasks to succeeding as an administrator and insuring that our schools thrive. This topic resonates on several levels, the first of which is mere survival. Two weeks into my term as Interim Principal, people ask me how I am getting along. At the end of my first week I was thrilled to remember I had managed to get to the gym three times! At the end of the second week I was struck by how spatially constrained I was by the demands of my new responsibilities. Before, I was observing classes in all three divisions across all of the campus. I tended to meet people in their classrooms and offices, now people come to find me. Instead of working with teachers as people working on the craft of teaching, I find myself talking with upper school teachers about upper school students and upper school department chairs about course offerings and staff needs. One significant and anticipated shift has been in the time speaking with parents. Hearing their concerns, celebrating with them their children's achievements, and solving problems with them has become the  prime focus of my work. Some of this last work should never be delegated -- it properly belongs to the principal.

I have survived this first stretch because I have delegated . . . .and trusted. The only way to step in mid-year is to rely on the staff in place and ask lots of questions. My favorites right now are "what do you need from me," "what does the principal typically do," and "how might you handle this?"  I know my team as colleagues but the specific tasks they perform, the projects they carry forward, the processes they administer are all new to me. My predecessor, Eric Mayer, worked hard to leave me with a strong team. He told me to trust them and I do.

Given the scope of the exciting and energizing work we (the high school) have before us the rest of the year, delegation is the only way forward. Part of delegation includes rethinking how the work gets done and trusting colleagues to do it. In decisions affecting the entire division, our faculty prefers to work as a committee of the whole and yet, over the next several months we have to divide into teams. These teams will each be responsible for a piece of the work, the rest of the faculty will have to trust that the recommendations and plans brought forward are what we will do and not concepts to be de-constructed and then re-structured by the committee of the whole. With four teams meeting at the same time, I can only be in one place at a time. I have to trust that the clerks (in a Quaker school a clerk is the team leader/committee chair) of the teams will carry out the charges/tasks before them with all the creativity and thoughtfulness I know they each possess. This is a different sort of delegation. It requires a trust among colleagues and an openness to the leadership of others.

Because schools have relatively flat structures identifying authentic leadership opportunities becomes critical to developing teacher leaders. Delegation at Westtown works because over the past decade we built a culture of collaboration and have developed more and more avenues for teachers to assume leadership roles as committee clerks, as mentors, as peer coaches. In all of these situations I enjoy the opportunities to listen to these leaders, ask questions, help remove road blocks when I can, redirect when necessary and always support. It brings me great personal satisfaction to see in action the younger men and women who have grown and are growing into leaders within our school.

Week 19 – Communication Essentials #SAVMP

"For this week, I want you to talk about some of your communication essentials and ways that you believe are imperative that we communicate with all of these technologies available."  George Couros

Parents want to know what is happening in their children's lives. 18 years ago when I started teaching parents of our high school students were guaranteed four comments a year from classroom teachers at the end of each marking period and two letters a year from their children's advisers.  Advisers were also expected to call parents within the first month of school to check in and introduce themselves. Today's parents expect more--in an independent school especially. No-longer is it enough for us to tell parent's that we know their child, we need to demonstrate this over and over again.

For students who are struggling, who have IEPs or LSS (depending on your school's lingo), the promise is regular, weekly communication between adviser and parent (and sometimes teacher and parent). But what about students who are doing fine or even excelling? For these parents, our new communication tools are a boon. As a class room teacher I made it a point to send an email out to parents every few weeks sharing where we were in our history studies and giving highlights of student projects, debates, essays or experiments.

Over the course of the year I made it a point to send each parent a brief email about a success enjoyed by their child in class -- leading class discussion, proving a point in a class debate, discovering a new resource in their research process, improving their thesis development. These two types of emails connected parents to our class. As an administrator I will tweet about events at school or to share a picture showing a happening I see in the course of the day. I would never use twitter any other way with parents.

While email works for my happy and general information out to parents, when parents contact me I use another standard. First, I try and respond within 24 hours. If a parent texts (something that rarely happens) I would at least email.

If a parent emails me, I call them. If a parent calls and leaves a message I call and offer to meet in person. If a parent cares enough to call, I need to offer to make it even more personal. Quite often, the parent is satisfied to speak over the phone. I find making the offer of my time in the office conveys my genuine interest. Speaking over the phone allows me to hear the emotion the parent may be feeling--something absent from email. I am able to ask questions in real time and get the information I may need. In person meetings allow for full knowledge of a parent's concerns. I need this knowledge if I am to be an effective partner with parents in their child's education. Being at a boarding school means that not all parents are able to come in, for these parents SKYPE is helpful. For parent's for whom English is not their first language using a translator becomes imperative. We must be able to listen, engage, and understand in order to serve our students and families. The fewer barriers of time, technology, and language between me and my students' parents when they want to talk to me about their children the better.

Interim - Not just a stop gap

Starting tomorrow (1/6/2014) and continuing through June 30, 2014 I am the Upper School Interim Principal. Our previous principal, Eric Mayer, has assumed his new job as Head of School at St Stephen's in Rome. Last summer in anticipation of his departure, in good Quaker order we convened a search committee and conducted a nationwide search. With great excitement, Chris Benbow was selected and accepted the job as our next Upper School Principal. He needed to finish out his current year at The William's School. I am filling the gap.

Many of the goals I set for myself at the beginning of the year have to be set aside. Fortunately, my predecessor and mentor is coming out of retirement to take on most of my responsibilities as Director of Teaching and Learning (DT&L). He will oversee the Visual Arts and Performing Arts curricular reviews. He will participate in the remaining 360 faculty evaluations scheduled for the year. He will take over leadership of the Professional Development Committee, shepherd through the second year of our sabbatical process, and support our first year teacher induction program. Finally, (and most dear to my heart) he will take charge of my five interns.

People I haven't seen since the interim announcement congratulate me, my extended family sees this as a plum, even a temporary promotion (principal makes more sense than Director of Teaching and Learning) . My immediate family and friends know I don't see it that way -- I see it as moving down the hall to a different office, switching administrative assistants, and trading one set of responsibilities and opportunities for another. Furthermore, I know that the challenge to create space for thinking, creating, and planning will multiple exponentially. Part of my role as DT&L was to meet with each of our principals and create space through our conversations for them to take in the bigger picture. Being principal brings with it the unpredictability of students and their parents. Equally, as principal I will be directly responsible for a large faculty rather than the eleven folks who currently report to me. This brings with it another level complexity. In honesty, this dailiness and what one colleague calls the firefighter nature of being a principal is what concerns me the most. At the same time, the opportunity to be in relationship with more of Westtown's constituents is one of the draws to my move down the hall.

I suspect that there are some on the Upper School faculty who are hoping that with an interim, we will take a collective deep breath and hold off on further transformations-- just teach our classes and consolidate the changes already made. Indeed how much change can a six month interim reasonably expect to effect. And yet, when our Head of School asked me what I was excited about in taking on this work, I realized it was the ability to better drive the Upper School initiatives I was supporting in my DT&L role. The next six months will see the actualization of four projects in the works for quite a while. Two will be trans-formative, the other two will require systemic disruptions to the way we have "always" done things.

So I have new/old goals for the rest of the year:

• To ask lots of questions
• To bring my full attention to the person/people sitting with me in my office
• To do this work before me with integrity
• To lead our faculty through to realization of the school's initiatives
• To challenge our faculty to be stewards of our students and the world they live in.
• And to happily hand off this work to our new principal in July!