Positive leadership in any organization or enterprise is crucial and this is especially true in venues that are being challenged by dissatisfied customers or constituents. Public school districts and public education, in general, are examples of such venues.
In public school corporations, the leader at the top of the organization is the superintendent. Like all top executives, superintendents are responsible for: conveying mission, vision, and values to their people and community; developing a leadership cadre to help create and preserve a culture of excellence in which teachers, students, and staff can be successful; driving their districts toward fulfillment of its mission; overseeing the administrative, managerial, and fiscal functions of their school districts; and representing their districts to the community—their constituency.
Two of the most important components of representing one’s mission to constituents are, 1) being fully attuned to the level of satisfaction of one’s customers/constituents and, 2) being able to envision innovative solutions in response to customer concerns and in anticipation of evolving wants and needs. Positive leaders must go out into the community or marketplace so they can actually listen to and be able to articulate the sentiments of their constituents.
Assessing customer satisfaction is an area in which public school leadership is under-performing. I believe public school educators and policy makers rely too heavily on self-assessment.
Consider the example of a chef in a restaurant. It is not sufficient for the chef to be satisfied that the food she prepares is of the highest quality. This might be adequate if she viewed herself as an artist engaged in the development of her craft for self-expression. It is insufficient, however, when the chef is working to create a product for which patrons would be willing to pay. In the latter case, quality can only be assessed by an objective measurement of customer satisfaction. Satisfaction is easy to assess in private enterprise because a business is either financially viable or not. Assessing customer satisfaction with a public school corporation presents different challenges and rarely will self-assessment be enough.
When a superintendent announces that their district’s graduation rate has increased from 89 to 91 percent, as an example, such statements are inconsequential if those high school graduates lack meaningful choices of what to do with their lives. If high school graduates are unable to take advantage of opportunities because they cannot pass a basic academic skills tests for employment purposes, for acceptance into a college or vocational training programs, or for enlistment in the military services, their diploma is meaningless and so is a graduation rate.
Superintendents of public school corporations must be willing to recognize and accept that the education reform movement with its focus on privatization is a symptom of wide-spread customer dissatisfaction with public schools. The diminution of the willingness to bear the cost of public schools on the part of taxpayers; the erosion of the esteem in which public school teachers are held by their communities; and, the outcries from minority communities that the needs of their children are not being met are all symptoms of pervasive customer/constituent dissatisfaction.
Like the “Me Too Movement” the outcry of men and women of color, with respect to the willingness of public school educators to tolerate the failure of disadvantaged kids, will no longer be silenced.
Public education is in dire need of visionary leaders who are willing to go back to the drawing board to reinvent an education process that will meet the needs of all students, even disadvantaged kids. The goal must be that every child learns as much as they are able at their own best speed, beginning at the precise point on an academic preparedness continuum where we find them when they arrive for their first day of school. An education is not a competition to see who can learn the most, the fastest and it must not become triage where we pick and choose to whom we will offer opportunities.
The measure of the success of our children must not be their ability to pass high stakes testing rather that they be able to utilize what they have learned in the real world. And, yes, we can teach to this standard even if we must continue standardized testing. If we succeed, it is inevitable that high-stakes testing will be rendered irrelevant.
I urge the leaders of public education to open their hearts and minds to a new way of thinking about how we teach our children and I offer an education model as a point of embarkation. http://www.melhawkinsandassociates.com/education-model-white-paper/ You are invited to examine my education model, not is search of reasons why it will not work, rather in search of reasons why it can. If you think my model and its education process will work, then test it in one of your lowest performing elementary schools. If you think you can make it better, then do it. Just don’t think, for even a single moment, that we can fix public education by tinkering with one incremental change after another. Our nation’s children deserve better.