Superintendent Interview
I interviewed Mrs. Pritchett, the superintendent of Rice I.S.D. Prior to the interview I had a meeting with the superintendent and other principals, concerning renewal and non-renewal policies with two education lawyers. Despite all that is going on with directing the repairing a building from tornado damage, she honored me with the interview. I learn something new from her every time we discuss education and being a school leader.
Recommended Interview Questions:
1. What is your definition of leadership?
Leadership is more about operating within the relationships of the people you are leading. She leads from within rather than out in front. Modeling in leadership is key to her leadership style.
2. What are the positive aspects of being in a leadership position, like Superintendent?
The excitement of fulfilling her personal vision for her life as it relates to kids and the community. She gets to help educators fulfill their vision for their lives as well.
3. What are the negative or difficult aspects of being in a leadership position?
Family values and roles have changed dramatically over the years. Families are now under so much stress from finances, jobs, and divorce. It is so hard to help the families and students now because of the trauma. As a superintendent, you want to help everyone, but it is very difficult in today’s climate and can be frustrating. You also have to accept that you cannot please everyone even though you would like to.
4. What do you believe are the attributes of a good Superintendent?
A good superintendent has the ability to network with others and a thirst for knowledge. A good superintendent must care about the students and employees and have a clearly defined vision for the district. Superintendents must listen to all stake-holders and draw on others experience.
5. Superintendent Competency 1 emphasizes the importance of integrity, fairness and ethical behavior. What does ethical leadership look like?
A superintendent must model the highest level of standards and hold ones self accountable. A superintendent must acknowledge that she/he is superintendent 24 hours a day. Integrity must be modeled at the office, football game, and community restaurant, etc without exception. A superintendent needs to know and understand policy so that it can be followed appropriately.
6. Competency 2 discuss the role of the superintendent in shaping campus culture by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the educational community. How do you work to develop a shared vision?
You must listen to all involved stake holders so they have an opportunity to take ownership of the vision. It has to be developed, shared continually, and monitored. It is important to celebrate the vision and what the entire district does to help the vision become a reality.
7. Competency 3 discusses the importance of the Superintendent to communicate and collaborate with families and community members, respond to diverse community interests and needs, and mobilize community resources to ensure educational success for all students. How should a superintendent evaluate the effectiveness of communication strategies in the school district and encourage the engagement of the community to benefit all students?
This is really part of the answer to number six. The community is a stake holder; therefore, there needs to be an open line of communication from the district to the community. A superintendent should be a part of the community in order to understand the pulse of the community and whether or not the community understands the vision of the school. Even in the building of the new school building in Rice this year, the structure was designed in such a way as to be relevant to Rice, which is a farming community. These types of decisions resonate with the community.
8. Competency 4 focuses on the importance of the Superintendent responding to and influencing the larger political, social, economic, legal and cultural context, including working with the Board of Trustees, to achieve the district’s educational vision. How does the Superintendent build a good working relationship with the Board?
You must know your stuff as it relates to the district and educational trends. The board must have confidence in your ability to lead the school in the proper direction. This can only be done through constant reading, research, and education. The board needs to know who you are as a leader and person by knowing your values and the superintendent needs to know who they are as people as well.
The first 4 competencies looked at the Superintendent as Leader of the Educational Community. Competencies 5 – 7 examine the Superintendent as Instructional Leader.
9. Competency 5 examines the importance of the Superintendent planning and implanting strategic planning that enhances the teaching and learning, ensures alignment of the curriculum, curriculum resources and assessment; uses the current accountability system; and promotes the use of varied assessments to measure student performance. How does the Superintendent accomplish such wide ranging strategic planning?
The superintendent needs to understand budgeting; however, the state has this so regulated now that there is not a whole lot of room for playing with the numbers. The superintendent must understand curriculum, scope and sequence, research based programs. Look at every single PO that comes through to check that what is being purchased is research based and is in line with the vision of the district. What tools and technology are required to get the job done and then make sure that the appropriate people have access to these tools.
10. Competency 6 emphasizes how Superintendents must advocate, promote, and sustain an instructional program and a district culture that are conducive to student learning and staff professional growth. How does a Superintendent promote and sustain a district culture that emphasizes student learning and professional development?
This question relates to the previous question. Make sure the stake holders have the information that they need to make informed decisions. The superintendent is constantly striving for balance among programs and student services.
11. Competency 7 discusses the importance of the Superintendent implementing a staff evaluation and development system, and selecting appropriate models for supervision and staff development to improve the performance of all staff members. How do Superintendents address these issues aimed at improving the performance of all staff members?
There is no change without proper training and tools. It can take some time to put the proper steps in place, but in the end, it is worth it. Then you need to create a process for continual evaluation. Rice ISD did this when implementing a district wide curriculum called CSCOPE. We started training administrators in January so that teachers could begin training in February. This allowed teachers to gain knowledge and confidence in the curriculum before using it with kids in August.
Competencies 8 – 10 focus on the Superintendent as Administrative Leader.
12. Competency 8 examines the importance of Superintendents knowing how to apply the principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application. More or less, the Superintendent has an immense responsibility in carrying out these tasks. How should Superintendents approach the management of everything from budgets to technology applications?
Procedures must be in place to carry out the vision. Years ago the district was only a k-8 campus. It remained so for many years and things were done very loosely. Then the district began to grow rapidly and many things changed with the inclusion of 9-12. Accounting, policy, personnel, certification, book keeping, etc all had to be approached differently. The right people and procedures had to be put in place to manage everything and make sure the school’s accountability remained where it needed to be in relation to the state. All of this took knowledge, skills, time, and change. The superintendent has to be able to initiate change in these areas when needed.
13. Competency 9 states that Superintendents must know how to apply principles of leadership and management to the district’s physical plant and support systems to ensure a safe and effective learning environment. What leadership and management principles help Superintendents supervise the physical plants and support systems to ensure a safe and effective learning environment? And please talk to us about developing organizational leadership skills.
The key here is gathering the right people around you and keep in constant contact with them. Maintenance, cafeteria, transportation, etc, are all integral parts to the vision. There needs to be a flow of information to and from these departments through qualified, competent supervisors. A superintendent needs to stay ahead so he or she is not constantly putting out fires by keeping in good communication. Knowing what is going on in these areas will also attribute to the safety of the students.
14. Competency 10 addresses how Superintendents apply organizational, decision-making and problem-solving skills to comply with federal and state regulations and facilitate positive change in varied contexts. Please discuss the importance of organizational leadership, as well as decision-making and problem-solving skills in addressing these compliance areas and maintaining positive change.
The organizational leadership and problem solving skills come through knowledge. It takes a lot to keep current in today’s ever changing educational system. Educational trends are always changing and evolving. There are demands at the local, state, and federal levels. A superintendent must network with county and regional superintendents, TEA, associations, etc to stay current and have a pool of resources to meet the challenges faced in these varied contexts.
15. What additional experience, learning, or advice can you share to help me (our student’s) develop an effective internship?
I was encouraged as I study the different competencies, to keep in mind that they are inter-woven concepts. Pulling them apart can be difficult. Decision making will require a superintendent to draw from all the different competencies. A superintendent must be a committed life-long learner. Always ask how the decision is going to impact kids and never lose sight of the students. The last and most important part of being effective in education is always be in prayer.
