I had the opportunity to interview my Superintendent, Dr. Willis Mackey. Although I work closely with him on a regular basis as a member of his cabinet, it was great to have this time to discuss his philosophy in some of these areas in more depth. The question referring to the negative or difficult aspects of being a Superintendent (question 3) led to a discussion on public school governance. He felt that the “politics” of governing a school district was the most difficult aspect. A Superintendent literally has seven bosses. He shared how important it is to keep the board members informed and to keep the pulse on the community at all times.
His answer to the question on ethical leadership (question 5) is the theory in practice that he brought to our district that has helped us to move forward after an eight year period of multiple Superintendent changes. His answer was simple yet powerful- “keep focused on the students and what is best for them”. Many people espouse this sentiment, but he has walked the talk everyday. If the focus is on students rather than adults, a Superintendent can make improvements that benefit the whole.
Dr. Mackey felt board relations were an important key to doing his job successfully (question 8). He spends time with the board members individually. He also communicates through email and phone calls on a consistent basis. If he keeps them informed and keeps the focus on students at all times, then it helps minimize political agendas. He acknowledged that it is not always easy keeping seven very different people content, especially in a district with a history like ours, but the effort must be made daily.
Our Superintendent promotes and sustains a district culture that emphasizes student learning and professional development (question 10) by modeling. He personally participates and leads professional development with principals focused on best practices. He walks classrooms weekly checking on implementation. His language is always about teaching and learning. He shares data in meetings and leads discussion. He also models professional development by constantly reading and attending development opportunities for himself. By sharing his learning, he encourages other leaders to do the same. Finally, he believes that where a district spends its money is where a district places its priority. Therefore, curriculum, instruction, and professional development are funded annually as a priority.
The management question (question 13) was of particular interest to me because in today’s public education system it is a challenge. In large, urban areas with diverse populations the needs are great. Every year the expectations grow, but the budgets and staffs shrink. He felt it was essential to have people in key positions that are strong and competent. With strong leaders, the Superintendent can lead long range planning, monitor, and support the operations of a district. He believes that knowing the safety laws, walking facilities, and engaging in forecasting assist him in ensuring that schools are safe and appropriate for learning.
What I learned from this interview was the complexities of the Superintendent’s job. It is much like that of a principal, but on a grander scale. Planning and clarity of goals are crucial, but implementation is where many fail. The implementation and evaluation of goals must all be done within a highly political arena. Therefore, Superintendents must possess both strong organizational and leadership skills. I know from this interview that I want to concentrate more on the knowledge and skills of operations.
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