Week+Three+5344

Teacher Rights and Personnel Management


 * You are the new principal of a large middle school. You are receiving second-hand reports that an experienced teacher in your building is saying things to other teachers on your campus, as well as to other district employees, that are both false and potentially damaging to your reputation. This teacher was extremely loyal to the principal who preceded you, who was transferred to another position in the district. From what you have observed, she is an excellent teacher, but you have concerns about the things you are hearing. **

Based on the fact that the reports are second-hand and the person in question is an excellent and experienced teacher, I would initially approach the teacher in a non-threatening manner to inquire about any concerns that she has in the new direction in leadership. I would try to build rapport with this teacher by recognizing and complimenting something about her leadership among the other faculty members and attempt to enlist her help in resolving any communication barriers that may exist. If the teacher expresses some concerns, I would ask what specific areas that she saw as priority needs that should be addressed. I would provide her with an opportunity to offer any suggestions or ideas for resolving any problems that they are aware of and try to clarify any misunderstandings she may have at the same time. I would be prepared to take notes to show that I value her opinion and input.

Sometimes a leader’s biggest adversary can become the most valuable player on the team if given the chance to redirect their talents and expertise in a positive way. I would encourage the teacher to feel free in the future to communicate with me openly about any ideas they may have that would help us achieve our common goals. In my opinion, until there is some type of substantial proof that this teacher is spreading false and potentially damaging rumors, then no oral directive is indicated. Because there is always some degree of truth in every rumor, even if it is based on error, I would do everything possible to keep all faculty and staff as informed as possible about any changes that occur which may affect the school as a whole.

Since acclimating existing staff and new leadership is a common problem, I would give the teacher in this scenario the benefit of the doubt by seeking to gain her trust and win her loyalty which potentially would have a much greater impact on the cohesiveness of the other team members. To issue some type of directive until you have all the facts would further alienate the teacher who may have some legitimate concerns.


 * On the subject of referring to teachers as "subordinates":**

I have had my share of leadership roles and have made my share of mistakes. Currently, I am not in a place where I exert any authority over anyone, yet I am responsible for the students that I serve and try to lead by example among my peers on campus. Personally, I don’t think I would respond well to anyone in authority who considered me a “subordinate” or as someone who is subservient or inferior to them. I agree that teachers and staff should respect those in authority over them, but in order to achieve a good working relationship, there must be a high level of mutual respect. It’s the leader’s job to set the example by exhibiting an attitude of respect so that others can follow. I see the teaching role as one like a supervisor or a coach. Supervisors and coaches must be able to work closely with their managers or head coaches in order to be successful or to win the game. You have to know you can depend on your staff to get the job done because you certainly can’t do it alone.

Emily, I like your approach to solving the problem. I also thought that meeting with experienced teachers as a team or having them serve in some sort of leadership role would be an effective way of letting them know how much you value their input. This method would also allow the principal to work more closely with individual teachers to discover what motivates them. If you can discover what a teacher is passionate about, then you can better motivate them to use their talents to achieve your common goals.