I was able to interview my district’s Assistant Superintendent for Curriculum and Instruction. It was a valuable learning experience to have the opportunity to see the big picture from a district administrator’s perspective. There were several responses that stood out to me during the interview. In regards to the attributes of a good Superintendent, my Asst. Superintendent stated that being a life-long learner, a global thinker, and academically focused were the most important. She elaborated on the importance of being a global thinker and having the ability to truly look out for the best interest of the entire district. I connected with this response because I believe it is what separates campus leadership from district leadership. Just like teachers often become focused on just their classrooms, campus leaders often become focused on just their campuses. As I prepare to eventually move to a district leadership position, having the ability to think globally will be critical to my success.
The second response that made an impression on me was related to developing a shared vision. The Asst. Superintendent discussed the value of strategic planning, with involvement and input from all district stakeholders. In relation to developing leadership skills that support competency 2, I see the importance of creating a shared vision in which student learning is the focus. Creating “buy in” from all stakeholders, as she mentioned, is more likely when you involve as many people in the process as possible.
Another question that I was interested in learning more about was how the Superintendent builds good relationships with the Board. The Asst. Superintendent, who serves on the Superintendent’s cabinet, stated that this is truly the most important role of the Superintendent. Her response emphasized the need to establish open lines of communication in which Board members can be kept abreast of district happenings. I was very interested in this response because I know this is an area in which I need to learn more about. Campus leaders often have limited interactions with Board members, and I realize the importance of the relationship between the Superintendent and the Board.
When asked how Superintendents approach the management of everything from budgets to technology, my Asst. Superintendent responded by emphasizing the importance of hiring good people. She acknowledged the fact that Superintendents cannot possibly know everything about everything, and that it is critical to have the right people on the leadership team. She further described this leadership team as “advisors” who should be experts in their particular field (i.e.: facilities, budget, PEIMS, etc.). I personally was very interested in this response because I agree with her answer. Many times I believe there is a certain amount of pressure on educational leaders to “know it all.” This response helps me understand the importance of having a strong understanding of the various workings within the district, but that there will and should be experts to turn to for problem solving.
The last question allowed the Asst. Superintendent to share advice, and she listed three key things to remember: 1) Visibility 2) Communication and 3) Learning. She stressed that strong Superintendents should be visible on campuses, always strive to improve communication, and stay focused on student learning. I connected with this response because I felt as though it was a very concise way to prioritize the role of the Superintendent. The competencies help us to analyze the role of the Superintendent in depth, but most of them can be linked to the three key items she listed. Overall, I believe much of what was discussed during the interview will help me be more self-reflective, as I continually strive to become a better leader.
