Respectfully,
Billy
Recommended Interview Questions:
Interviewed- Dr. Jim Vashauzkas, Superintendent for Curriculum and Instruction
Mansfield ISD- August 30, 2011- 9:00 am
1. What is your definition of leadership? Servant leadership, being available to campus leaders, continuing to grow and making sure those around you in your organization grow.
2. What are the positive aspects of being in a leadership position, like Superintendent? Watching people grow and assume new positions of leadership, mentoring campus and district leaders.
3. What are the negative or difficult aspects of being in a leadership position? The upside down funnel. Having so many talented people apply for jobs and being able to just pick one.
4. What do you believe are the attributes of a good Superintendent? A good supt. Is very aware of their strengths, weaknesses, and/or what tasks they do not enjoy. They must build a good team that compliments them and delegate. They must be a good delegator. The supt.here is a big picture, fast moving risk taker. He needs people to “keep him legal” and help him see all the pieces.
5. Superintendent Competency 1 emphasizes the importance of integrity, fairness and ethical behavior. What does ethical leadership look like? Following the code of ethics, being honest with people, offering immediate and honest feedback in a timely manner, treating people the way they deserve to be treated
6. Competency 2 discuss the role of the superintendent in shaping campus culture by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the educational community. How do you work to develop a shared vision? He models good teaching. Works with a large and diverse committee on a strategic 5 year plan.Guides decisions. Communicates the vision and explains it to all. Communicates that we must teach the standards and that we are about more than tests and ayp. He is loyal to staff by being careful with budgets and jobs and therefore this loyalty develops in the people that work in the district.
7. Competency 3 discusses the importance of the Superintendent to communicate and collaborate with families and community members, respond to diverse community interests and needs, and mobilize community resources to ensure educational success for all students. How should a superintendent evaluate the effectiveness of communication strategies in the school district and encourage the engagement of the community to benefit all students? Some options are measuring communication in measurable ways. Defining customer service and sending out secret visitors to campuses. Building diverse committees. The communications department is a part of the leadership team and develops plans for communications. Also, recognizing that silence speaks. When a plan is introduced and there is silence, you can judge that people are ok with the change and that communication has been good. When they scream it is usually a lack of communication.
8. Competency 4 focuses on the importance of the Superintendent responding to and influencing the larger political, social, economic, legal and cultural context, including working with the Board of Trustees, to achieve the district’s educational vision. How does the Superintendent build a good working relationship with the Board? Open communication, timely response to requests for info. He builds an executive team that he can trust and delegate to that keeps things off his plate so he can work well with the board. 90% of his work is board and community relations.
The first 4 competencies looked at the Superintendent as Leader of the Educational Community. Competencies 5 – 7 examine the Superintendent as Instructional Leader.
9. Competency 5 examines the importance of the Superintendent planning and implanting strategic planning that enhances the teaching and learning, ensures alignment of the curriculum, curriculum resources and assessment; uses the current accountability system; and promotes the use of varied assessments to measure student performance. How does the Superintendent accomplish such wide ranging strategic planning?
Strategic planning, especially for issues around curriculum and instruction is a part of his evaluation. He has created a team of area superintendents that monitor this area at every campus and report back during executive council. These people are on campuses three days a week and are responsible for making sure the district’s plan is being implemented.
10. Competency 6 emphasizes how Superintendents must advocate, promote, and sustain an instructional program and a district culture that are conducive to student learning and staff professional growth. How does a Superintendent promote and sustain a district culture that emphasizes student learning and professional development? He believes that we are stagnant if we are not growing. He leads book studies and encourages people to present at conferences, not just attend. He wants people to promote themselves to their next job. To him staff development is for everyone.
11. Competency 7 discusses the importance of the Superintendent implementing a staff evaluation and development system, and selecting appropriate models for supervision and staff development to improve the performance of all staff members. How do Superintendents address these issues aimed at improving the performance of all staff members? As a part of each member’s appraisal. C and I are listed, district initiatives are listed, all are held accountable for things that are really a part of their job.
Competencies 8 – 10 focus on the Superintendent as Administrative Leader.
12. Competency 8 examines the importance of Superintendents knowing how to apply the principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application. More or less, the Superintendent has an immense responsibility in carrying out these tasks. How should Superintendents approach the management of everything from budgets to technology applications? In a smaller district the supt. is more hands on. In this district he has built a great team of people in positions around him that he can delegate to. He has hired great people in budget department and tech department. The leadership team meets weekly, outlines visions and works to balance the budget. The superintendent may make the final decision but input has been given from many perspectives.
13. Competency 9 states that Superintendents must know how to apply principles of leadership and management to the district’s physical plant and support systems to ensure a safe and effective learning environment. What leadership and management principles help Superintendents supervise the physical plants and support systems to ensure a safe and effective learning environment? And please talk to us about developing organizational leadership skills. The supt. uses the principals as the eyes and ears for issues involving campus safety and security. The supt. works to establish equity in the district, advocate for bonds, etc.
14. Competency 10 addresses how Superintendents apply organizational, decision-making and problem-solving skills to comply with federal and state regulations and facilitate positive change in varied contexts. Please discuss the importance of organizational leadership, as well as decision-making and problem-solving skills in addressing these compliance areas and maintaining positive change. The executive council meets once a week and is comprised of leaders from every area….budget, HR, tech, area supts, curriculum and instruction, etc. Each issue can then have the presentation of multiple perspectives. The team helps each other to solve problems. They ask “Who is doing what by when?” If they can not answer that question, they have not had a successful meetin
15. What additional experience, learning, or advice can you share to help me (our student’s) develop an effective internship? Dr. V’s advice was to choose learnings that will stretch me. I am very adept in curriculum and instruction, staff development, climate and culture. He wants me to choose finance and facilities as areas of growth for my internship plan.
REFLECTION: Please write a reflection on what you learned from your interview. Be sure to include at least five responses that stood out to you and explain why these responses seem so important. What did you learn from the interview that will improve your leadership knowledge and skills?
I enjoyed meeting with Dr. V, the Superintendent for Curriculum and Instruction in Mansfield ISD. There were several points that stood out to me. He stated that the superintendent surrounds himself with a team that compliments him. He can not be good at everything and sometimes does not even enjoy certain parts of the job. I can relate to this because I feel the same way about campus leadership. I enjoy being a leader in the classrooms and must surround myself with people who can assist with budget and inventory issues. Other points that stood out to me were the emphasis on delegating and building a team. I am a good communicator and can build a team pretty effectively. However, I tend to not delegate enough. There are times when I just do it myself….because I either want it done right or I am trying to serve the teachers and make life easier for them. I do believe this is valid, as teachers need time to “teach”. However, as I grow and move up it will be important to continue to learn to delegate and trust others even more. Another point that stood out to me is how he has an executive council that meets weekly and they ask the question “Who is doing what by when?”. To me this is critical because there is a plan for communicating and making sure meetings actually accomplish something. I agree and try to lead my campus in the same way. Finally, I thought it was interesting that his advice to me was to choose areas that stretch me for my internship. I had already decided finance and facilities needed to be my focus. I thought that it was very intuitive for my new supervisor to know this about me. This helps me to feel I made the right choice to come to Mansfield. From the interview, I learned much about the structure of a system where a superintendent is able to surround himself with great people and empower them to do their jobs….much like I do when I lead a school…hire great teachers and help them to do their jobs!
