My mother has served on the school board in the grade school district I attended as a child for many years. Far more years than anyone else on the board, actually. (She wasn’t on the board when I was a child, though. I think she first ran for, and was elected to, the board in 2000 or 2001.) In her many years on the school board, she has had the chance to attend the Joint Annual Conference of the Illinois Association of School Boards, the Illinois Association of School Administrators, and the Illinois Association of School Business Officials. (I have had the opportunity to attend with her as a guest for several years now and have blogged about my experiences.) This conference, often called either the Joint Annual Conference or the Triple-I Conference, is an amazing experience, with speakers and presenters and vendors who inspire and invigorate school leaders.
One of the years that my mom went to this conference without me. she got a copy of a book called What Every Superintendent and Principal Needs to Know by Jim Rosborg, Max McGee, and Jim Burgett. She didn’t read the book, but she gave it to me because she knew that school leadership was on my radar as a possible future option for me. (More on this at a later date.) I honestly don’t remember if she told me anything about the authors or not, but I think that Dr. Burgett was a keynote speaker at the conference and she was impressed by his message.
Jump ahead to a few months ago. I was listening to a podcast series on educational leadership and heard a two-part interview with Dr. Burgett, who mentioned writing this book. I found him to be a captivating speaker and was excited to read a book to which he was a major contributor. I could tell that he had had plenty of experience and developed a considerable amount of expertise in school leadership. I also vaguely remembered that I owned this book, so I dug it out and threw it onto my To Be Read pile at home.
This book isn’t bad; it just wasn’t great. I wasn’t excited to turn the page to see what other wit and wisdom and research and expertise the authors had to share. Much of it seemed commonplace; other points are outdated; others I vehemently disagree with (especially their take on standards needing to be entirely local). The advice was sound; I just don’t know if it was groundbreaking. Maybe it was when these gentlemen wrote this book. From the podcast interview, I got the impression that school leaders weren’t trained very well in the day-to-day operations of schools. So maybe I felt like this was commonplace because I have been blessed with great school leaders who model these practices.
There were some points in this book that struck a chord with me. One of them was a suggestion on how schools can be more active as community centers. As I read a chapter by Dr. Burgett, I had this idea: What if school districts partnered with local businesses to hold an annual job fair open to the public? The key would be that businesses would not have to pay to use space or tables; if they are interested, they are given space in the gym and potential applicants can meet with managers or HR personnel, fill out applications, even have on-site interviews. And, of course, there would be information booths about the district (including any adult education opportunities), transportation, housing, parks, service organisations, etc. I could see this as a way of promoting employment, connecting business and school leaders, and generally improving the quality of the community. And it would be all free of charge.
Another point that struck me was how Dr. Rosborg described the role of the school administrator:
“Your job success will be evaluated by such subjects as physical facilities and equipment; the effectiveness of teachers; the school’s curriculum; test scores; public relations; your effectiveness with the media, stakeholders, and politicians; collective bargaining; diversity; changing demographics; school safety; the perception of school discipline; and the monies available to fund programs. Add to this your need to have specific knowledge about transportation, special education, technology, buildings and grounds, food services, diversity issues, union organisations, health issues, and personnel…
“The good administrator helps teachers incorporate a significant range of strategies and a vast array of resources to help each individual child. The administrator helps develop a team spirit among the teachers. The goal is to create an attitude where the entire school exudes a zealous commitment to reach each and every child.”
I have struggled to come up with a good explanation of what it is I think my job as a school leader will be and why it is so important. Dr. Rosborg put it perfectly, though. Being a principal or a superintendent isn’t easy and it isn’t for the faint of heart, but that zealous commitment to reaching each and every child is what makes it all worth while!
Even though I wasn’t super impressed by this book, I am willing to give all three of these authors another chance, but I think I’ll seek out books written individually instead of collaboratively. I think all three authors have a great deal more to share that can influence others, including me, for good and I hope to tackle some of their other works in the future.
For now, though, I think it is time I take a break from the school leadership books and read something delightfully absurd. I’ll be back with another professional book soon enough, though!