Fill out the brief form below for access to the free report.
This essay by Eva Myrick Chiang, program manager of the Bush Institute’s education reform initiative, originally appeared on the Fordham Institute’s Flypaper blog.
Imagine reading this job advertisement:
WANTED: Credentialed professional with at least a master’s degree to run a school. Will work on average fourteen hours per day or more, six days per week, and be on call twenty-four hours a day most days of the year. Must handle pressure and stress well—oh, and the pay isn’t that great, either.
In many places across the United States, this is the type of workload we demand of our school leaders. Each and every one of our schools desperately needs a talented, competent leader, but what intelligent person would sign up for that job?
It’s time for us to have an extreme makeover in what we expect from our school principals. Traditionally, principals were seen as building managers and disciplinarians. They made sure that the lights were on and that everyone was following the rules. But the role has changed, and the needs of our students demand that we now have visionary instructional leaders running our schools.
This change of roles can be problematic for districts because, well, the lights still need to be turned on, payroll still has to be processed, and buildings still have maintenance issues. That is why we now have to shift our thinking about who is doing what in districts. We have to make the principal’s job more doable, more protected, and more supported so that the job appeals to our most talented professionals. We have to create the district conditions that support effective school leaders so that the role is one that people truly want to—and are able to—do effectively for a really long time.
Recently the George W. Bush Institute and New Leaders published a report on that very topic, as did theFordham Institute. The bottom line is that districts need to make some changes if they want to provide an attractive environment in which to work. One thing districts can do is to make sure that they have defined the principal role in a way that makes the job feasible and that makes teaching and learning a priority.
Another thing that districts can do is truly support their principals. One key here is making sure managers of principals have a feasible caseload. That way, they are able to connect with each principal frequently and provide the supports necessary for success.
Several districts across the country, including Denver, Dallas, Montgomery County, and Hillsborough County, are attempting to lower the caseloads and change the primary job function of those who manage principals. Hillsborough has even renamed their principal mangers “instructional leadership directors.” This signals the shifting priority of instruction for both principals and the people who manage them.
Creating supportive district conditions will require considerable work. That includes from those of us in the policy arena. We need to do more to support districts as they make these changes. The Bush Institute, along with New Leaders, created a toolkit that will assist districts in assessing their strengths and needs in supporting effective leadership. In short, we all have a role to play in “making over” the principal job so that our students get the best and brightest leaders that our nation has to offer.
Eva Myrick Chiang, serves as Director of Evaluation and Research for the Bush Institute. She also works on the School Leadership Initiative and provides support in other areas of the education reform initiative as well.
Prior to joining the George W. Bush Institute, she taught pre-k through college level students in a variety of teaching roles in private, public, and charter schools, and her passion is teaching students to read. She has been a trainer of teachers, and most recently she held the position of Director of Education in the central administration office of an urban charter school.
Eva received her undergraduate degree from Baylor University, and received a master's in teaching with an emphasis on reading education from Texas Woman's University. Eva also earned her law degree from Texas A&M School of Law in Fort Worth. She is currently finishing her doctorate from Southern Methodist University.Full Bio
How Principals Can Impact School Performance
What three things can principals do this summer to grow professionally?
Two-Minute Take: Happy School Principals' Day!
"At the George W. Bush Institute, we believe that principals are essential to student success. They set a positive school culture for the kids and adults in the building, and they bring a rigorous focus on instruction and academics so that all kids can succeed."
School Leadership Initiative Meets in Chesterfield
The School Leadership Initiative team and the four participating districts met in Chesterfield to discuss effectively implementing a comprehensive principal talent management (PTM) framework.