Leading Leaders

If the principal is not training a successor, they are doing a disservice to the school and district.  Moreover, he/she is not allowing the assistant principals or teacher leaders to grow and achieve.  Many leaders are called upon to take opportunities causing some of these positions to be short-term (2-3 years) stops for these individuals.  This makes it critically important to train them quickly and shortening the learning curve.  The principal should maximize the effectiveness of their leaders by placing them in areas of strength.  Identification begins in the interview process and should be discussed during the summer leading up to start of school.

Tips to help the principal with training (or learning as an assistant):

1.  The principal should know their professional vision

• This will assist you when planning your team's responsibilities.  Reflect on your strengths and identify your areas of improvement.  Decide if you assistant can fill this gap and be supportive and clear in your expectations.

2.  Equally distribute the difficult work

• It isn't a good idea to take all of the hard items to protect your assistant(s).  It isn't a good idea to give them all of the hard items.  Be fair to yourself and your assistant(s).

3.  Failure is necessary for growth

• Be aware your assistant(s) will fail.  Focus on the intention of the work and only address it if the intention isn't aligned to the mission and vision you set for the school.  If the intentions behind the failure were aligned, recognize this verbally and coach them through the decision-making process.

4.  Check in weekly

• You will check in more frequently than weekly, but it is purposeful and not presumptuous.  Their work is not your work and your work is not their work.  Check in with them to see if you can support them.  Do not use this check in to be critical of them.  The are not purposefully doing it wrong or different, they are doing it the best they know how.