Principal Reflection Paper

Mark Motherway
Minnesota State University - Moorhead
October 2, 2017
Introduction

I have been a teacher at Deer River High School in Deer River, MN for seventeen years
now. I have also taught for one year at both Northland High School in Remer, MN and
Hutchinson High School in Hutchinson, MN. I followed my father into the education profession
simply because he would say that there is no better feeling then making a difference in the lives
of his students. I have also found that other educators, some that I have had as a teacher and
some that are my colleagues, would help me to understand the importance of education and
continuing to seek out knowledge. I have been very fortunate in my career as both a student and
as an educator to be blessed with good instructors to help guide me along this ever changing
path. When I meet people for the first time and tell them what I do they immediately ask what
age group do I teach, they almost instinctively say that must be a tough age to teach. While some
days are more challenging then others, I think that those years can also be the most rewarding for
a teacher. You are able to watch how the students grow from year to year and you are also able
to begin discussing with them what they think their future plans might entail.

This reflective essay is the culmination of course work on my journey to obtain my

Masters of Education Administration from Minnesota State University-Moorhead (MSUM). My
goal in taking these courses is to one day become a principal and have the opportunity to lead a
staff in educating and preparing a school full of students for their journey in life. Being a
principal is something that I have always toyed with since I first got into education. My family
members encouraged me to go back to school to get my masters degree because that was a way
to gain some financial security, but I hesitated to do so right away because I didnt simply want
to get my masters degree just to make some moves on the payscale. Well I went back and
completed my masters degree in Industrial Technology Education from Bemidji State
University. Once I finished my masters degree, my mind once again began to start thinking of
becoming a principal. One of the driving forces for myself in pursuing this Principals licensure
is to work to maintain and hopefully build on the vocational education courses offered in our
schools. I also believe that I have something to offer on the administrative side of education by
having been in the classroom for the past 19 years. I think that the real life experiences I have
witnessed as being a teacher gives me some valuable insight on what has worked in the past and
what hasnt worked in terms of initiatives set by prior administrators. I also like to think that
while pursuing this journey it will show my own children the value of education and that no
matter who or where we are in our lives, we must always continue to seek out education and
knowledge to further ourselves to get to where we want to go. I know that by watching me take
on higher education both my children (ages 14 and 10) are looking and talking about what
colleges and careers that they are interested in, and as a parent I am so excited that they are
looking and talking about what they want our of their futures.

Core Beliefs

My core beliefs as a professional I will try and utilize daily are:

 1. Making the school be a special place.
2. Making student achievement be the most important thing that we do.
3. Having high expectations from all involved in the school.
4. Understanding that the school is only as great as the staff is.
5. I must be a lead learner.

How will I live my core beliefs in a school setting? By using any data collected for
positive public relations to show what is going on inside the school. We will foster a family
atmosphere; one way I will do this is by using an idea that is being currently used in the school
where I work now. It is called the warrior showcase where one night a year the public is
brought in to see what things are going on in the school. Each department sets out projects that
the students created during the year for the public to come in and see.

I will have the students know that they come first. I will expand advanced offerings and
non-core subject offerings. Something that I value is putting resources with the students that
need them the most, and to keep all the students in the classrooms as much as possible. I have
high expectations for my students (and children) now and I dont see that changing any time in
the future. The students need to know that whatever assessments are measured, those need to be
completed. The students and staff need to have a growth mindset that they are not afraid to take
chances and risk the possibility to fail at something but will eventually grow from it.

The school is only as good as the staff that is in it, so I would set out to find the most
qualified people and put them in the right positions to make an impact on the school. And I
would also say that students come before policies, try to make each student feel that they belong
in the school, and to not make blanket statements about any of the students. Finally I will be a
lead learner, I will lead by example. If I expect my staff or students to do something, then Id
better be ready to roll up my sleeves and get to work right by them. Im willing to try things first
before putting them out to the staff.

Creating a Vision of Leadership and Learning

Leadership is a privilege that carries the responsibility to inspire others and to lead them
to be the best while working towards a common goal and vision for the organization. An
effective principal must uphold a vision for the school, the teachers, the students and for the
community as well. This vision needs to be clearly articulated and modeled so teachers,
administration, and parents can be united in striving for higher achievement.

Administrators must have high expectations for their students. They must also have a
never-ending drive to improve teaching and learning in their school. They must be visible to the
students and the community to promote learning both in and out of the classroom. They must be
trusted and respected in order to lead their school forward, have clear goals for school
improvement and they should work to develop relationships with parents, businesses and the
community to grow their support for the school and the students learning.
 A principal is a leader of leaders, not just an authority figure, but also a coach and
cheerleader. An effective principal doesnt operate from a top-down authority mentality, but they
understand that whole team cooperation lead to the best solutions for the entire group. To show
the kind of leadership that creates an inspiring community in the school, a principal must be
visible to all people. This person must be accessible not only to teachers but also the student
body, parents, and community members walking the halls, cheering at games, and supporting
extra-curricular events. A principal must also know and understand any data about the success of
the school and address areas that might need improvement.

As an educational leader I will support the success of every student with honesty and in
an fair manner. Great leaders know where they're going and have a strong sense of vision. If you
are going to lead others, you have to know where you are going yourself people are more likely
to follow a person that leads with a strong sense of confidence and direction. Vision should not
just be talked about, it should be written out and shared with those that you a leading. An
effective school principal will even involve their people in the process to create the goals to be
achieved. This is another area that I will take what I have learned at my current high school by
having and utilizing a high school leadership team. This leadership team will have
representation from each of the departments to collectively work together towards solutions to
issues in the high school. In this kind of setting, the principal serves as a facilitator of a shared
vision that will unite all stakeholders in the educational process students, teachers, parents,
administration, support staff, and the community. A school principal brings to a school their
values, beliefs and philosophies. The impact a principal has on his staff and students is dependent
upon what the principal values.

The principal is responsible for building a sense of community in their school. They will
do this empowering their students and teachers to be individuals and promote a learning
environment that responds to each learners individual needs, interests, ability, and style of
learning. The school principal does not just make all the decisions. Instead he involves others
(staff, students, community members) to be a part of the decision making process. While not all
decisions require a team approach, it is wise to involve those who are affected the most some
input in the process. Involving others establishes a sense of ownership and community.
I have learned from this that principals need to model for and train staff to regularly
collect, analyze and use data to inform instruction. A principal needs to solicit the input of the
major constituents (teachers, administrators, parents, and students) to ensure that all perceptions
and attitudes are represented in this process. Schools that are successful at data use often have a
principal that models data use as part of their job.
Principals need to lead their school through the process of identifying school
improvement goals and objectives in alignment with school district and state standards, and of
determining the strategies that will promote the attainment of those goals. Strategies are an
enormous investment of resources (both time and money), so schools need to be rigorous in their
evaluation and selection of school improvement strategies to ensure a wise investment.
Principals also need to build the capacity of their staff to implement strategies by identifying
staff needs and providing appropriate staff development opportunities.
Developing a Positive School Culture

In reflecting on the difference between school climate and school culture, I realized how
wrong I was looking at them. As a future school principal that aspires to lead his staff instead of
just managing them, I continually work to better understand the difference between the two. If
culture is a schools personality, climate is then the school attitude. And it is easier to change an
attitude then to change a personality. School climate refers to the quality and character of school
life as it relates to norms and values, interpersonal relations and social interactions, and
organizational processes and structures. School climate sets the tone for all the learning and
teaching done in the school environment. School culture is not a problem that needs to be
solved, but rather a framework that a group can use to solve problems. Culture is how people
survive and it is generally a set of unwritten rules passed down from generation to generation as
people try to fit in. In every school there are observable rules regarding behavior. These rules
are norms that define for people what is right and wrong, what is acceptable to do and what is
expected.

Strong school cultures have better motivated teachers, because they understand the
importance of the culture and they want to make sure the process is carried on. Highly motivated
teachers have greater success in terms of student performance and student outcomes. Principals
seeking to improve student performance should focus on improving the schools culture by
getting the relationships right between themselves, their teachers, students and parents.
Measuring school climate and using these assessments to focus the schools goals on learning is
important for the process of improving the schools academic performance. An educational
leader must promote the success of every student by advocating, nurturing, and sustaining a
school culture and instructional program conducive to student learning and staff professional
growth. It is important to have a positive school climate and culture through building positive
personnel relations and having respect and understanding for every member of the school
community. A schools culture and climate influences the individuals that make it up. The school
as a whole is affected by the exchanges of its members. I believe in creating energy in the school
that will build upon school spirit and convictions where faculty and staff are motivated through
acknowledgement, challenges, and personal/professional growth.

Developing a positive school culture might be one of the most difficult but most
important things a principal does in their building. Creating a positive school culture creates a
sense of belonging for students teachers, parents, and community. It provides an opportunity for
students to develop a relationship with caring adults in the building. In this environment, the
teachers feel like they are part of a team and are provided time to meet and collaborate with
their colleagues in professional learning communities. For parents and the community, the sense
of belonging comes from being invited and included in the educational process, being shown that
they welcome and needed. It is important to keep all lines of communication open to share or
celebrate successes. It is also important to trust, respect and have confidence in the school
community members, to encourage open communication, and emphasize collaboration because
decision-making is critical for a positive leadership position.

A positive school culture is also established when students are provided with the best
opportunity to be successful. There are many factors that must be taken into consideration in
helping a child be successful. Teaching strategies, grouping, lesson implementation, motivation,
feedback, cooperative learning, differentiated instruction, special services, and support are just a
few of those considerations. It is also important to remember that success is not the same for all
students and that not all students will achieve at the same level. An effective school principals
understands the importance of a positive school culture and how it can help student achievement
and professional growth in their school building. Schools must embrace lifelong learning,
promote positive relationships among students, faculty, and staff, and embrace diversity and
respect for one another and life success. Effective principals promote regular professional
learning and guard instructional time to keep it void of unneeded distractions. Strategies to
improve teaching and learning that are research-based must be implemented for all staff, either
one on one with individual teachers or in a team based approach. Schools must have a positive
climate and a supportive culture to be effective. Respect and open communication are key to
this. Respecting all members of the school community, open lines of communication, and high
academic standards are vital to leading a school.

What I have learned in the past 17 years of education in watching my present and past
administrators is that for you school to run effectively you must have an open door policy and
you must be visible to your student body and their parents, whether that is walking through the
hallways in the morning saying hello, sitting down at lunch with the students, getting on a school
bus as a new principal to see where your students live or by watching athletic/academic events.

My current principal has an open door policy for all involved in the school and
community that I will take with me wherever this journey takes me. His advice is to listen to
what ever the parents are saying about their child. He said once you get the parents and students
on your side it is easier to start to move towards an inclusion model for all students. His goal is
to have the least restrictive environment for our special needs students, he wants these students to
be in the mainstream classroom with proper accommodations because they need to be taught by
the master of the subject materials in the regular education classroom not by a paraprofessional
who is reading from a textbook word for word (Akre, 2017). I admit to not knowing everything
and Im not afraid to say when I dont know or understand something, and I am also willing to
ask for help or admit when I am wrong.

Managing the Organization

An education leader promotes the success of every student and staff member by ensuring
management of the organization, operation, and resources for a safe, efficient, and effective
learning environment. It is a supportive community where students and teachers can focus on
learning. To create this climate of safety, halls and classrooms must be free of negative behavior
like fighting, bullying, and harassment. All of the factors that can help student be successful are
irrelevant if the principal does not provide an environment in which the child feels safe and
welcome. A principal builds that environment by staffing their building with people that share
their vision of what a successful school should be. They organize their staff in a way that best
serves the function of the school, and they treat their staff as professionals with insight and ideas
of how the school can be improved. An effective school leader will establish learning
communities that give their staff opportunities to interact and collaborate with other
professionals in the school.

Scheduling, budgeting, and building management are aspects of school management that
the principal must be aware of, knowledgeable about, and sensitive to. The school schedule is
what brings people, materials, and curriculum together at a designated time and place for the
purpose of instruction. The budget process is a continuous cycle involving planning,
administration, and review. Proper budgeting leads to the successful operation of school districts,
and provides an opportunity to plan the mission, improve operations, and achieve the educational
objectives of the school district. Building management affects how the school looks and reflects
the attitudes and organization of the school itself. The physical condition of the school affects the
teaching and learning environment. A clean school that looks good and is good repair can
promote a sense of pride and belonging.

Interacting with the External School Environment

An education leader promotes the success of every student by collaborating with faculty
and community members, responding to diverse community interests and needs and mobilizing.
In many cities and towns across the nation, the school is the life-blood of the community its
what brings people together. Family and community involvement play an important role in the
success of schools. An effective school principal will design professional learning communities
where the school and community work together in partnership with families to educate youth and
the entire school community. There are numerous student benefits from well-implemented school
and community partnership programs. They include increased student attendance, higher
achievement and report-card grades, a sense of greater security, fewer behavioral problems, and
an increase in positive attitudes about school and homework. When used properly, community
involvement is schools can be the little extra that makes a big difference.

Summary

Chinese philosopher, Lao Tsu, once wrote To lead people, walk beside them. As for the
best leaders, the people do not notice their existence When the best leaders work is done, the
people say, We did it ourselves! (Fallon, 2015). As a school principal, I will help to create a
shared vision for students, staff and community members. I will take the time to gather input and
knowledge from as many stakeholders as possible. I will have high expectations for students,
staff and myself. I will help to empower others to take control of their own learning and
development by establishing an environment built on accountability and responsibility. I will
base every decision I make on what is best for students. I will support and encourage those with
whom I work and I will work to embrace a sharing and collaborative school culture that takes
risks in an effort to do great things.

Areas that I feel are my strengths right now would be: (1) Leadership - as I have been
classroom teacher for 17 years now and just that experience is beneficial in moving towards an
administrative position. I have also been on the high school leadership team now for the past 8
years which has given me some opportunity to have my voice heard when making decisions that
will benefit the school. Also having done this leadership practicum has given me some insight on
the day to day dealings that school administrators work with. (2) Communication - having
worked as a teacher I am not nervous to speak in front of groups either large or small. I have led
break out sessions for new technology education teachers at the Minnesota Technology
Education Association Fall Conference when I was on the leadership board for that group. I
have also been a coach for both wrestling and baseball and that have given me many
opportunities to speak publicly with parents in positive ways and in diffusing stressful and
negative situations. Also being on school committees have allowed myself to get familiar in
having discussion with colleagues and to learn some techniques to work with others in
compromise areas. And (3) Curriculum Planing - I feel like I have a good handle on helping
others struggling with curriculum planning. I am also working with neighboring districts this
year on some staff development opportunities with our multi-district day workshops.

The areas that I feel I have grown in but still much to learn are: (1) Safety and Security -
even though I have been on the school safety committee for 5 years, I dont have enough
experience in working on making the building and grounds work together. I am confident that I
can go through a room and make suggestions on how to improve the safety in their, but I feel
much less confident in doing that for an entire building as a whole until I get more experience in
doing that. (2) Political influence - I have had very minor dealings with working on swaying
public opinions while working as a teacher, most of them have come from telephone campaigns
when calling parents/grandparents when we have had referendum votes upcoming. I will be
looking towards mentors when I have questions dealing with this area of administration. (3).
Community relations - I did say earlier that communication is an area of strength of mine, but I
also feel its an area that I still need to work on. My communication skills are mainly with the
teaching and coaching side of education, I have had very little from the administration side. I
understand that this will improve with time and practice, but as of today Id say I can still use
improvement that way. And (4) Policy and financial work - other then working with the
financial operation of my own classroom I have no actual experience in financial operation of the
school as a whole. I feel I most definitely have room for growth here. And also in dealing with
school policy I have some experience with this from being on the high school leadership team
but as far as bringing forth ideas to the school board I have not had that experience as of yet.

I am not afraid to get to work on the areas that I need to improve on and also to continue
to working on my areas of strength. As an administrator you can look at your school in two
ways, either by the rear view mirror or through the front windshield. If a person looks out the
rearview and rests on the accomplishments from the past, they may sit still and rest on their
accomplishments not pushing for their school to improve. If an administrator will look out the
windshield to see where they want to go, their schools will constantly work to further improve on
what they have done in the past. I will look out the windshield but on occasion look in the
rearview to see what we have done right and to also learn from what we tried and dhow to
improve those items for us.
References

Akre, Joseph. (2017, July 29). Personal interview.

Fallon, Nicole. Business News Daily Managing Editor. (2015, September 09). 35 Inspiring
Leadership Quotes. Retrieved September 25, 2017, from http://www.businessnewsdaily.com/
7481-leadership-quotes.html