This week I had the pleasure of interviewing Dr. Irene Garza, Superintendent of Schools, for the Seguin ISD. Having worked under her guidance for three years, I must say that it was very different sitting down and just talking with her versus her having to be in the role of superintendent. The answers she provided for each question were enlightening and offered me a new perspective on the outlook of many things in the education world. What I learned from her was that a superintendent must have many qualities that set them apart from other people. For example, this person must be a good listener and communicator. They must have an open mind and be willing to accept views from many different places. Here are the responses that really stood out to me.
1. What does ethical leadership look like?
a. In short, as a leader the person has to be comfortable with their own morals in both easy and hard times and be willing to apply them to the decisions they make. The superintendent cannot get pulled in by the pressures of different constituents that have their own agenda at hand. This person must always make decisions that are right for the kids. They have to be upfront with people about what decision was made and why it was made.
2. What is your definition of leadership?
a. To be a leader a person must be able to have a vision and communicate it to all stakeholders. Furthermore, they must be able to initiate and create change while at the same time, keeping all their supporters informed and involved.
3. What do you believe are the attributes of a good Superintendent?
a. First you must always remember that the Superintendent has a role that they play in the grand scheme of things. This person must be a good communicator and listener for the community they serve. They must understand the culture of the community they work in and have the desire and energy to become a part of that community. This person must model that it is important to adapt and become a life-long learner.
4. How does the Superintendent build a good working relationship with the Board?
a. The foundation for a good relationship must be laid annually and early so that each side knows their position in the relationship. The board must understand that they operate by a code of ethics and operating procedures and that they must work within those parameters. The Superintendent must also be aware of the role they play and how all these things tie together so that a school district run effectively.
5. How do you work to develop a shared vision?
a. In order to create a shared vision, the superintendent must bring all stakeholders to the table and get them to buy-in to an idea. The superintendent must help them believe in owning the cause and having them remain true to the cause. There will need to be much collaboration and everyone must be willing to be open-minded for the good of the cause.
4 comments:
Jesus,
I enjoyed reading your interview comments. It is amazing how simular our answers were and how simular they are to the SBEC competencies. Buy-in from multiple constituiencies seems to be a common repeating theme as well as a shared, well-communicated vision.
I enjoyed reading your interview comments. I keep seeing an attibute is a good listener and communicator.
I enjoyed reading excerpts from your interview. I see that most if not all of those interviewed realize that communication is key.
Dr. Garza's comments about the influence of special interest groups and individuals with special interest agendas was right on target. We will talk specifically about this issue during our second conference.
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