The Superintendent of my school district in McKinney I.S.D., Dr. Kennedy, was VERY responsive to my request for an interview. In between a taping for a video, having a couple important meetings, and heading out to Austin for a few days for meetings, he still managed to fit me in his schedule on the same day I had made the interview request.
On many of his answers, he took his time thinking before answering, especially to question #3 (Negative and difficult aspects), #7 (Evaluate effective communication strategies), #9 (Accomplishing wide ranging strategic planning), and #13 (Leadership and management principles for supervising the physical plants and support systems). I believe that it took him longer to answer these questions because it probably varies a little from each of the places he has been. However, he gave good insight of how, although from a distance, a superintendent would be involved.
#3) It’s a slow Chinese water torture. You never quit feeling the pressure and what shoe might drop on you. It is also always a constant tension when you wake up. That is reality. Some difficult aspects are that you have to trust and empower people and at sometime, you will be disappointed. Sometimes you will get criticized. You will also make mistakes and have to live with that decision.
#7) Through informal feedback primarily. You want to hear the community say, “We saw this on the e-mail”. I also believe in Campus climate surveys. Encourage engagement and not just to the “powers” of the community. Include the lowest migrant workers needs and wants which are just as important as the Mayor’s children. Don’t let people feel alienated from the process and make them feel they are valued. Give intentional effort and time and dedication!!
#9) Trust other people and you must be a jack of all trades. Be a global thinker. Set the direction and delegate with the Cabinet. Form different committees and choose responsible people for them. Set time to “think” strategically away from others before setting time to meet. Superintendents are the “rudder” of the ship.
#13) This is an area that is pretty much a direct supervision area. You either need it fixed or you don’t. Have your Principals and A.P.’s in line to assist. Shoot for a 24 hour turnaround. Have systems in place to support this. Also have systems in place to make sure electricity and other resources are not wasted.
On many other questions, he provided quick responses. In particular, question #4 (Attributes of a good superintendent), #8 (Building a good relationship with the Board), and #10 (Promote and sustain a district culture). In particular, of all the questions I asked, the question about building a relationship with the School Board brought a chuckle, as if to say, “who really knows?” Without hesitating, the superintendent spoke about open communication with ALL Board members and not just a few who may always seem to be on your side. He also said to give them the good news as well as the bad. School Board members should never hear about the I.S.D. happenings (positive or negative) through someone else other than the Superintendent. He also said, “You must help the board see what is best and not get swayed by politics. The Board members are elected to their post but the Superintendent is not.”
#4) There are a ton of them (attributes). Good listener, strong commitment to ideas, and able to filter noise and communicate in a clear concise manner so as not to be distracted. Prioritize! Keeping eye on the prize! Time management. Stay honest, even if it is bad news you have to share with your Board. Trust. Being able to protect your principals and staff as much as you can so they can carry out their job.
#8) Trust factor. Letting them (Board) know when bad things happen. Don’t give them any surprises so you can inform the Board and not let them hear from somebody else. Do what the Board expects you to do such as raising achievement for low SCS students. Help the Board see what is best and not get swayed by politics. The board hires you because they like you and fire you because they don’t like you. Don’t push too hard if they aren’t willing to listen to you. It’s a delicate balance. Flight, fight, or flow. But you also have to take a stand with your representatives and senators and visit with them about your goals/vision. Show no partiality to any Board members. When communicating, respond to all Board members. Make sure NOT TO SURPRISE THEM. Let them gripe about you giving too much information but not about giving not enough information.
