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THE PRINCIPAL AND SCHOOL CULTURE

THE PRINCIPAL AND SCHOOL CULTURE. EDLD 616. Culture and Climate.

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THE PRINCIPAL AND SCHOOL CULTURE

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  1. THE PRINCIPAL AND SCHOOL CULTURE EDLD 616

  2. Culture and Climate Principals who seek their own interests over those of their staff will breed a culture of cynicism and selfishness…In contrast, principals who find their own fulfillment in the empowerment of others and in the accomplishment of group goals will inspire others to do the same. • Stuart C. Smith (quoted in Smith and Piele, 2006, p. 181)

  3. Ten Most Wanted Strategies for Shaping School Culture • Encourage People to Collaborate • Model Trust and Respect • Know Yourself • Listen • Use Humor • Improve Your Data Collection and Analysis Skills • Stay Current in Your Field • Attend Professional Development with your Staff • Be a Moral Person • Be an Encourager • Have a Personal Wellness Program

  4. Encourage People to Collaborate • People feel valued when they have meaningful input in shaping the school’s culture. • Building planning committees • The closer the decision is made to the student, the more benefit the student will receive.

  5. Model Trust and Respect • Trust and respect enable personnel to adopt innovation and risk-taking as part of the school’s culture. • Trying new innovations and supporting the staff will always pay off… However, if the project fails you must take the blame and encourage the group to try again. (That is what we are paid to do!)

  6. Know Yourself! • What are your true strengths? • What are the weaknesses that you believe you need to work on? • What are the traits that you most admire in other people? • What are the traits in other people that really upset you? • What do you really believe about the statement, “All Children Can Learn”? • How do you handle criticism from others?

  7. Listen • Listen more than you talk. (One mouth and two ears…there was a reason for that) • Listening is more than hearing, it shows reflection and careful thought When you interview someone…remember the rule: Listen 75% of the time…Talk 25% of the time

  8. Use Humor Principals must be able to laugh at themselves and encourage personnel to appropriately use humor. Humor benefits personnel by balancing stress levels, motivating staff, energizing meetings, stimulating team spirit, improving communication, reducing conflict situations, increasing productivity, building self-esteem, and fostering new ideas from creativity(Gibson, 2003)

  9. Improve Your Data Collection and Analysis Skills • Data analysis is powerful, but only if the school’s personnel understand it and accept it. • Teachers need training in how to use data. • Teachers need to be taught about the four types of data. (Demographic, Perception, Resource, Student Achievement) “A Thought Without Data…Is Only An Opinion” (Johnson, 2002)

  10. Stay Current In Your Field “You must take care of yourself so you can take care of others” (My Mother, 1959) Here are some tips: Subscribe to a professional magazine and read at least one article each week. Read a book of interest in your current situation. Consider forming a book study group with a group of your colleagues. Get professional audio books and listen to educational podcasts. When you make small talk with your staff, make it about new and innovative educational issues!

  11. Attend Professional Development with Your Staff • Professional development should be customized for your staff. One size does not fit all. • When you attend professional development with your staff, you establish at least two things. • It provides you with a better idea of how the professional development supports the campus instructional plan. • It sends the message to the staff that the training is important. Don’t ask teachers to do things that you wouldn’t do yourself. You must show your teachers that you are not above doing any task at your school.

  12. Be A Moral Person • You cannot be a moral leader if you are not moral yourself! • Who are your moral leaders? • What are their characteristics? • Why are you drawn to them? • What is your definition or morality? • Self examination is the only solution!

  13. Be an Encourager Encouragers give support, comfort, and hope to people, and they stimulate development. Tips: • Meeting and greeting personnel every day • Sending a hand written note • Surprising them with a treat • Eating lunch with a different group each day • Encouragement can be as simple as a smile or a cheerful hello • Attending a staff members family funeral • Doing a good deed anonymously and watching what happens. • Encouraging moments are a reflection of you and what you are really all about.

  14. Have a Personal Wellness Program • If the school doesn’t have one, develop one. • If you feel better, you work better. • A good exercise program reduces stress. • If you participate in a wellness program with your staff, it will deepen your relationships with them.

  15. Is that it? No program or kit exists to create a quick fix for either cultural or personnel issues. When in doubt read a good book: “Whatever It Takes: How Professional Learning Communities Respond When Kids Don’t Learn” (Dufour, Dufour, Eaker & Karhanek, 2004)

  16. You, Me, Hobbamock, and Massasoit He was no liar, he was not bloody and cruel…In anger and passion he was soon reclaimed; easy to be reconciled towards such as had offended him; [he] ruled by reason in such measure as he would not scorn the advice of mean men; and … he governed his men better with fewer strokes, than others did with many; truly loving where he loved. -Hobbamock’s eulogy of Massasoit, sachem of the Wampanoag, 1623

  17. Hobbamock’s Eulogy of Massasoit and You! Hobbamock’s quote 10 most wanted strategies for shaping school culture. • He was no liar • He was not bloody and cruel • In anger and passion he was soon reclaimed • Easy to be reconciled towards such as had offended him • Ruled by reason in such measure as he would not scorn the advice of mean men • He governed his men better with fewer strokes than others with many • Truly loving where he loved • He could be trusted • He took care of his people (moral person) • He knew his strengths and weaknesses and worked on improving them • He understood forgiveness • He listened to others, even those who offended him (data collection) • He listened and was an encourager. Encouraged collaboration and with fewer beatings of workers • Truly loving requires listening, encouragement, trust, respect, humor, morality…

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