Excerpt from “The Principal”

Excerpt from
The Principal, Michael Fullan, 2014

In The Principal Michael Fullan defines three keys to maximizing the impact of school leaders. The third key is becoming a change agent. All of you have been thrust into this position as a result of the new school culture you are leading. He references the work of Lyle Kirkman and Seven Leadership competencies he identifies for effective leaders. Fullan believes the work of Kirkman is important as leaders are asked ‘to act while doubting what they know’, (Sutton, 2006).

The reference to the competencies is to invite you to reflect on those you do well and those that you believe you need to spend time developing. They provide a framework to use as you assess your own practice and continually learn in each area. Below are the seven competencies:

  • Challenge the status quo – No question everyone has been asked to do this with limited preparation.
  • Build trust through clear communication and expectations – Delivered frequently with honesty, vulnerability and transparency
  • Create a commonly owned plan for success – PLC’s, Team meetings, schedules, communication
  • Focus on team over self – What do the stakeholders inside and outside my school need from me?
  • Have a sense of urgency for sustainable results – Each of you has embraced this challenge with the end in mind; the wellbeing of teachers and staff and the continued learning of all students
  • Commit to continuous improvement for self – Taking the pulse of what is going on continually by talking to team members, looking at evidences, seizing opportunities to self-learn and helping team members be more effective in the new environment. Reaching out to others.
  • Build external networks and partnerships – Learning from colleagues across the district, getting new ideas, sharing experiences and knowledge to contribute to the ongoing improvement of the school/district.

Fullan ends by asking leaders to consider, ‘How should school leaders move forward and help others move forward under difficult circumstances and with less than complete information?’ (2014)

Have you stopped to reflect on your skills in managing change?  For many this is instinctive while for others it poses the question of the day. Celebrate the boundless work you are leading in the face of tremendous change.

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