Growth Leadership Management
One of the frequently discussed topics amongst school leaders and, indeed, bosses in all industries, is the difference between leadership and management. In truth, effective management requires good leadership, and strong leadership requires effective management. Strong school principalship requires the school leader to manage and navigate through today’s issues while being a visionary, contemplating and building the tomorrow, the future.
Management and leadership overlap, as well, when it comes to overseeing and interacting with the teachers in your school. Effective management would require the school leader to make sure the teachers are showing up on time, planning and instructing effectively, and following all school, city, and state protocols. The management focus a principal must demonstrate ensures that important dates are calendared, the schedule is maintained, meetings and appointments are scheduled, and that discipline procedures are followed. Strong leadership, on the other hand, means creating the road to improvement, prioritizing and setting new goals, concretizing a vision, and inspiring the staff to follow the leader.
One of the other critical components of leadership is thinking about the teachers and staff members in your school, not only as employees, but being concerned about their personal lives, their families, issues, and problems. Everyone has a bundle of personal baggage which they bring with them to work, and a strong leader needs to be compassionate and sincere in their support of the “whole employee,” just as we are concerned about the whole child.
One area under the umbrella of care and concern for each teacher and employee, is being cognizant of each teacher’s strengths, goals, and long term aspirations. Is the teacher satisfied or does he/she have a higher vision or a long-term goal which you can help him/her achieve? If the teacher has not formulated any long-term goals can you assist this teacher in developing and concretizing a growth plan? If the teacher has articulated professional goals, what can you do to support the teacher in attaining those goals? Sometimes that means, providing free time to pursue classes, and sometimes it means offering a stipend. Perhaps a coach or advisor can be suggested to help the employee feel professionally and personally fulfilled and supported.
I call this “Growth Leadership Management” because it involves the school leader helping teachers grow and feel appreciated, as you recognize more than just their day-to-day contributions. And it requires oversight and management to bring your time and resources to make sure there is equitable support for this process.
In the end, everyone wins: the teachers and staff feel supported, professionally enriched, and personally appreciated, and the school becomes elevated and enhanced, with more talented and skilled employees.
