Session IV: The Superintendent as Charismatic Leader

1. Session IV: The Superintendent as Charismatic Leader Superintendents’ Academy CACE Conference October, 2013

2. Standards of Excellence • 5. An excellent Catholic school has a governing body (person or persons) which recognizes and respects the role(s) of the appropriate and legitimate authorities, and exercises responsible decision making (authoritative, consultative, advisory) in collaboration with the leadership team for development and oversight of the school’s fidelity to mission, academic excellence, and operational vitality. • 6. An excellent Catholic school has a qualified leader/leadership team empowered by the governing body to realize and implement the school’s mission and vision.

3. Standards of Excellence 11. An excellent Catholic school operates in accord with published human resource/personnel policies developed in compliance with (arch)diocesan policies and/or religious congregation sponsorship policies, which affect all staff (clergy, religious women and men, laity and volunteers) and provide clarity for responsibilities, expectations and accountability.

4. What is “Charisma”? • One Definition: “The ability to energize and inspire others to willingly accept a vision or position.”

5. EVANGELIZATION • Spreading the Good News of Jesus Christ to the next generation. • CEO = “Chief Evangelizing Officer”

6. Five Suggestions About Charismatic Leadership 1.) Know Your people! a. Schools b. School Leaders c. Clergy d. Religious Orders e. Chancery Staff f. Bishop! Five Suggestions

7. Focus on our Catholic Mission • Remember our evangelizing mission! • All decisions and planning should be centered on this mission • God has called you to leadership in His Church • You will not succeed without faith!

8. Know Your People • Listen! • Get out into your schools • Take an interest in what is happening • Don’t neglect internal relationships

9. Be The Boss • Keep the mission in front of everyone • Identify & affirm strengths • Address weaknesses • Leverage staff

10. Expect the Unexpected • Have set, reliable policies and procedures, but BE FLEXIBLE • Manage your own stress level • Model a calm, stable atmosphere

11. Remember that You are the Face of Catholic School Education • Model professionalism and faith • Take care of your personal, physical, and spiritual needs…Our students deserve the best!

12. You Can Do This!

13. Charismatic Leadership Scenarios For each scenario, answer the following question: “As Charismatic Leader, how would you resolve this situation in the best interests of Catholic education?”

14. Scenario One: “The Hire” You receive a call from Mr. Stress, one of your most effective elementary principals. Mr. Stress is highly frustrated with his new pastor, Fr. Crank, who joined the parish last July after serving at a parish across town. When Fr. Crank started, he immediately fired the parish Director of Religious Education (DRE) and hired his former DRE, Mrs. Browning, from his old parish. According Mr. Stress, it is clear that Fr. Crank and Mrs. Browning have worked together for many years and are close friends. Fr. Crank has informed Mr. Stress that Mrs. Browning will now be serving as his immediate supervisor. In addition, Mrs. Browning will have “complete control” over the religious instruction in the school (Mr. Stress has been informed that he will not observe or evaluate teachers when they conduct religion classes). Mrs. Browning has established an office in the school, and is a constant presence in the hallways. Recently, Fr. Crank announced that Mrs. Browning will also take over the operational aspects of the school, including setting and monitoring the budget and managing the facilities. Mrs. Browning has no qualifications as a school administrator. Mr. Stress is highly upset. He has complained about the arrangement, but Fr. Crank seems highly resistant. According to Mr. Stress, other parish staff members (such as the business manager and facilities manager) are similarly frustrated. Mr. Stress indicates that he may leave the school mid-year if the situation does not improve.

15. Scenario Two: “The Blog” You receive an anonymous letter conveying concerns about a blog operated by Mrs. Sway, the principal of a diocesan-owned high school. Spurred by the letter, you access the blog. The blog appears on a personal website maintained by Mrs. Sway that contains no references to her job, her school, or the diocese. The blog includes several entries advocating for gay marriage. In these posts, Mrs. Sway states that we must accept the marital rights of all people, and that “certain religious institutions” need to wake up, enter the 21st Century, and support this position. Mrs. Sway indicates that she is “unabashedly supportive” of gay marriage. She does not once mention the Catholic Church by name. Mrs. Sway has been a principal for six years and has a positive performance record. To your knowledge, her personal views have not directly influenced her work as principal. However, within 24 hours, you receive a number of e-mails and phone calls of concern from parents and alumni who have seen the blog. One has even threatened to alert the media.

16. Scenario Three: “The Vote” You receive a call from Mr. Timid, the principal of a parish-sponsored elementary school. Mr. Timid’s school has faced great demographic changes in recent years. The traditional Catholic population in the neighborhood has largely moved out, and has been replaced by a high poverty, non-Catholic, minority population. The enrollment at the school has dropped, as has the number of regular parishioners in the church. Mr. Timid conveys deep concerns about the future viability of the school. The parish is currently providing over $500,000 in subsidy to the school each year. The parish has cut virtually every other ministry in order to keep the school going. The parish has now depleted its reserves, and will not be able to continue subsidizing the school at the same level in the future. To compound the issue, the parish council recently voted to cap the number of non-Catholics in the school at no more than 40%. The parish council claims that the current number of non-Catholics is harming the school’s Catholic Identity. Such a cap would drastically reduce the number of students in the school and dramatically impact the school’s tuition revenue. The pastor seems unwilling to oppose the parish council. Mr. Timid is frightened about the future of the school. He is desperate for any help you could provide.

17. Scenario Four: “The Conference” Your Bishop, Bishop Priestly, has asked you to meet with a group of pastors who have shared their concerns about the quality of Catholic teaching in the diocesan high schools. Bishop Priestly has assured the pastors that you will listen to their concerns and respond appropriately. Upon meeting with them, you learn that the pastors are receiving concerns from some parishioners about inaccurate and lackadaisical teaching amongst the religion faculty at “all” Catholic high schools in the diocese. The pastors demand action, even offering to write a local curriculum themselves to ensure that “authentic” Catholic teaching is offered in the schools. The pastors are further convinced that the high schools are actively encouraging their students not to attend weekend Masses. They claim that this is evident by the absence of teenagers in the pews and in parish ministries. When you discuss this topic with the high school principals, they react very negatively. They state that the quality of religious instruction and Catholic identity in their schools is strong, and are skeptical that a group of parishioners is exerting undue influence on the pastors who are involved. They claim that their students frequently complain about the quality of worship in many of the parishes. Bishop Priestly is looking to you to resolve the situation.

18. Scenario Five: “The Offer” You receive a phone call from Mr. Illustrious, an extremely wealthy retired businessman. Mr. Illustrious is known for his extreme generosity to the Church; he is a top giver to the annual diocesan campaign, and has bankrolled numerous projects at local parishes and schools. Mr. Illustrious wishes to make an enormous donation to the diocese to provide scholarships for underprivileged elementary students to attend Catholic high schools. This fund, which would be endowed, would have a dramatic impact on the ability of many families to afford a Catholic secondary education. Mr. Illustrious describes a single condition for his gift. He is concerned about how sexual education is being taught in Catholic middle schools in the diocese. As a result, he’d like the diocese to adopt “Perfect Angels”, a human sexuality program in all diocesan middle schools. “Perfect Angels” is Catholic-based, and does have an imprimatur. However, you question the overall quality of the program, and you worry that your principals will see this program as an imposition from your office. Mr. Illustrious is emphatic that “Perfect Angels” must be implemented for the total funds to be donated, and is unwilling to compromise.

19. Prayer for Charismatic Leadership