Why Schools Aren’t Like a Businesses

Valerie Strauss, Washington Post –

Larry Cuban’s 2004 book “The Blackboard and the Bottom Line: Why Schools Can’t be Businesses,” is nearly a decade old but still highly relevant to the education reform debate. In the introduction, Cuban introduces readers to Jamie Vollmer, a former ice cream company executive who became an education advocate and author of the book ” Schools Cannot Do It Alone.” He quotes Vollmer about “an epiphany” he had in the 1980s:

Jamie Vollmer – “If I ran my business the way you people operate your schools, I wouldn’t be in business very long.”

Continue reading Why Schools Aren’t Like a Businesses

Three Questions To Ask Before You Exit

John Baldoni, Contributor

BALTIMORE, MD - JUNE 28: Manager Tony La Russa...Manager Tony La Russa

Are you ready to hang it up?

That may not be a question that most people ask themselves often enough, but maybe it is one more of us need to ask ourselves. This thought is prompted by a 2012 column by best-selling author Bob Greene column on St. Louis Cardinal manager Tony LaRussa’s decision to retire after winning the World Series, the first time that any manager has ever done so.

Continue reading Three Questions To Ask Before You Exit

5 ways to become a Better Thinker

By Shane Parrish, Farnam Street
We’re seduced into believing that brilliant thinkers are born that way. We think they magically produce brilliant ideas. Nothing could be further from the truth.
This could be you!

Do you want to come up with more imaginative ideas? Do you stumble with complicated problems? Do you want to find new ways to confront challenges?

Continue reading 5 ways to become a Better Thinker

11 surprisingly apt lessons from Machiavelli’s The Prince

11 surprisingly apt lessons from Machiavelli’s The Prince
The 16th-century treatise is known for its detached ruthlessness. But you can still learn a lot from reading it.
By Shane Parrish      Source:  The Week
Don't be cruel. And watch out for brown nosers.
Don’t be cruel. And watch out for brown nosers.
British philosopher and Nobel laureate Bertrand Russell once called The Prince a handbook for gangsters.

The book, a slender political treatise by the Italian Niccolo Machiavelli, was offered to Lorenzo de Medici as a sort of job application. Written in 1513, it was not widely published until 1532, five years after the author’s death. Upon its publication, The Prince became well known as among the controversial of many advice books for rulers. Generally, these advice books framed their instruction around Christian virtue. The Prince did not.

voracious readerMachiavelli stripped out the ideals and drew examples from history. He believed that anyone who ignores reality in a misguided attempt to live up to an ideal will quickly destroy himself. He de-emphasized the importance of moral considerations, and focused instead on effectiveness. He believed that the ends justified the means.

Canadian scholar and politician Michael Ignatieff puts it this wayThe Prince forces readers to confront, in the starkest terms possible, the most important questions about politics and morality. In the book, what would normally shock us become simple precepts. The book is wickedly simple.

Some of his most objectionable recommendations are put in ways that make them sound eminently reasonable. In order to get a secure hold on new territories, the book advises, “one need merely eliminate the surviving members of the family of their previous rulers.” How innocent-sounding is that “merely.”

Yes, the book can be ruthless. But there are still many surprisingly apt lessons. Here’s what I’ve learned from reading The Prince.

1. Be present
“… if one is on the spot, disorders are seen as they spring up, and one can quickly remedy them; but if one is not at hand, they are heard of only when they are great, and then one can no longer remedy them.”

2. Be careful who you trust
“… he who is the cause of another becoming powerful is ruined; because that predominancy has been brought about by astuteness or else by force, and both are distrusted by him who has been raised to power.”

3. Learn from the best
“A wise man ought always to follow the paths beaten by great men, and to imitate those who have been supreme, so that if his ability does not equal theirs, at least it will savour of it.”

4. Be picky about who works for you
“The mercenary captains are either capable men or they are not; if they are, you cannot trust them, because they always aspire to their own greatness, either by oppressing you, who are their master, or others contrary to your intentions; but if the captain is not skillful, you are ruined the usual way.”

5. Read
“… to exercise the intellect the prince should read histories, and study there the actions of illustrious men, to see how they have borne themselves in war, to examine the causes of their victories and defeat, so as to avoid the latter and imitate the former.”

6. Prepare for the worst
“A wise prince ought to observe some such rules, and never in peaceful times stand idle, but increase his resources with industry in such a way that they may be available to him in adversity, so that if fortune changes it may find him prepared to resist her blows.”

7. Don’t be cruel
“… every prince ought to desire to be considered clement and not cruel.”

8. Don’t steal
“… above all things he must keep his hands off the property of others, because men more quickly forget the death of their father than the loss of their patrimony. … he who has once begun to live by robbery will always find pretexts for seizing what belongs to others; but reasons for taking life, on the contrary, are more difficult to find and sooner lapse.”

9. Appearances matter
“… men judge generally more by the eye than by the hand, because it belongs to everybody to see you, to few to come in touch with you. Every one sees what you appear to be, few really know what you are, and those few dare not oppose themselves to the opinion of the many, who have the majesty of the state to defend them; and in the actions of all men, and especially of princes, which it is not prudent to challenge, one judges by the result.”

10. Sometimes your enemies are your friends
“I must not fail to warn a prince, who by means of secret favours has acquired a new state, that he must well consider the reasons which induced those to favour him who did so; and if it be not a natural affection towards him, but only discontent with their government, then he will only keep them friendly with great trouble and difficulty, for it will be impossible to satisfy them. And weighing well the reasons for this in those examples which can be taken from ancient and modern affairs, we shall find that it is easier for the prince to make friends of those men who were contented under the former government, and are therefore his enemies, than of those who, being discontented with it, were favourable to him and encouraged him to seize it.”

11. Avoid flatterers
“It is that of flatterers, of whom courts are full, because men are so self-complacent in their own affairs, and in a way so deceived in them, that they are preserved with difficulty from this pest, and if they wish to defend themselves they run the danger of falling into contempt. Because there is no other way of guarding oneself from flatterers except letting men understand that to tell you the truth does not offend you; but when every one may tell you the truth, respect for you abates.”

David Berliner Invites You to Try a Thought Experiment

David Berliner has designed a provocative thought experiment.

berlinerHe offers you State A and State B.

He describes salient differences between them.

Can you predict which state has high-performing schools and which state has low-performing schools?

Let’s do a thought experiment. I will slowly parcel out data about two different states. Eventually, when you are nearly 100% certain of your choice, I want you to choose between them by identifying the state in which an average child is likely to be achieving better in school. But you have to be nearly 100% certain that you can make that choice.

To check the accuracy of your choice I will use the National Assessment of Educational Progress (NAEP) as the measure of school achievement. It is considered by experts to be the best indicator we have to determine how children in our nation are doing in reading and mathematics, and both states take this test.

Let’s start. In State A the percent of three and four-year-old children attending a state associated prekindergarten is 8.8% while in State B the percent is 1.7%. With these data think about where students might be doing better in 4th and 8th grade, the grades NAEP evaluates student progress in all our states. I imagine that most people will hold onto this information about preschool for a while and not yet want to choose one state over the other. A cautious person might rightly say it is too soon to make such a prediction based on a difference of this size, on a variable that has modest, though real effects on later school success.

So let me add more information to consider. In State A the percent of children living in poverty is 14% while in State B the percent is 24%. Got a prediction yet? See a trend? How about this related statistic: In State A the percent of households with food insecurity is 11.4% while in State B the percent is 14.9%. I also can inform you also that in State A the percent of people without health insurance is 3.8% while in State B the percent is 17.7%. Are you getting the picture? Are you ready to pick one state over another in terms of the likelihood that one state has its average student scoring higher on the NAEP achievement tests than the other?

If you still say that this is not enough data to make yourself almost 100% sure of your pick, let me add more to help you. In State A the per capita personal income is $54,687 while in state B the per capita personal income is $35,979. Since per capita personal income in the country is now at about $42,693, we see that state A is considerably above the national average and State B is considerably below the national average. Still not ready to choose a state where kids might be doing better in school?

Alright, if you are still cautious in expressing your opinions, here is some more to think about. In State A the per capita spending on education is $2,764 while in State B the per capita spending on education is $2,095, about 25% less. Enough? Ready to choose now?

Maybe you should also examine some statistics related to the expenditure data, namely, that the pupil/teacher ratio (not the class sizes) in State A is 14.5 to one, while in State B it is 19.8 to one.

As you might now suspect, class size differences also occur in the two states. At the elementary and the secondary level, respectively, the class sizes for State A average 18.7 and 20.6. For State B those class sizes at elementary and secondary are 23.5 and 25.6, respectively. State B, therefore, averages at least 20% higher in the number of students per classroom. Ready now to pick the higher achieving state with near 100% certainty? If not, maybe a little more data will make you as sure as I am of my prediction.

In State A the percent of those who are 25 years of age or older with bachelors degrees is 38.7% while in State B that percent is 26.4%. Furthermore, the two states have just about the same size population. But State A has 370 public libraries and State B has 89.
Let me try to tip the data scales for what I imagine are only a few people who are reluctant to make a prediction. The percent of teachers with Master degrees is 62% in State A and 41.6% in State B. And, the average public school teacher salary in the time period 2010-2012 was $72,000 in State A and $46,358 in State B. Moreover, during the time period from the academic year 1999-2000 to the academic year 2011-2012 the percent change in average teacher salaries in the public schools was +15% in State A. Over that same time period, in State B public school teacher salaries dropped -1.8%.

I will assume by now we almost all have reached the opinion that children in state A are far more likely to perform better on the NAEP tests than will children in State B. Everything we know about the ways we structure the societies we live in, and how those structures affect school achievement, suggests that State A will have higher achieving students. In addition, I will further assume that if you don’t think that State A is more likely to have higher performing students than State B you are a really difficult and very peculiar person. You should seek help!

So, for the majority of us, it should come as no surprise that in the 2013 data set on the 4th-grade NAEP mathematics test State A was the highest performing state in the nation (tied with two others). And it had 16 percent of its children scoring at the Advanced level—the highest level of mathematics achievement. State B’s score was behind 32 other states, and it had only 7% of its students scoring at the Advanced level. The two states were even further apart on the 8th grade mathematics test, with State A the highest scoring state in the nation, by far, and with State B lagging behind 35 other states.

Similarly, it now should come as no surprise that State A was number 1 in the nation in the 4th grade reading test, although tied with 2 others. State A also had 14% of its students scoring at the advanced level, the highest rate in the nation. Students in State B scored behind 44 other states and only 5% of its students scored at the Advanced level. The 8th grade reading data was the same: State A walloped State B!

States A and B really exist. State B is my home state of Arizona, which obviously cares not to have its children achieve as well as do those in state A. It’s poor achievement is by design. Proof of that is not hard to find. We just learned that 6000 phone calls reporting child abuse to the state were uninvestigated. Ignored and buried! Such callous disregard for the safety of our children can only occur in an environment that fosters, and then condones a lack of concern for the children of the Arizona, perhaps because they are often poor and often minorities. Arizona, given the data we have, apparently does not choose to take care of its children. The agency with the express directive of ensuring the welfare of children may need 350 more investigators of child abuse. But the governor and the majority of our legislature is currently against increased funding for that agency.

State A, where kids do a lot better, is Massachusetts. It is generally a progressive state in politics. To me, Massachusetts, with all its warts, resembles Northern European countries like Sweden, Finland, and Denmark more than it does states like Alabama, Mississippi or Arizona. According to UNESCO data and epidemiological studies, it is the progressive societies like those in Northern Europe and Massachusetts that care much better for their children. On average, in comparisons with other wealthy nations, the U. S. turns out not to take good care of its children. With few exceptions, our politicians appear less likely to kiss our babies and more likely to hang out with individuals and corporations that won’t pay the taxes needed to care for our children, thereby ensuring that our schools will not function well.

But enough political commentary: Here is the most important part of this thought experiment for those who care about education. Every one of you who predicted that Massachusetts would outperform Arizona did so without knowing anything about the unions’ roles in the two states, the curriculum used by the schools, the quality of the instruction, the quality of the leadership of the schools, and so forth. You made your prediction about achievement without recourse to any of the variables the anti-public school forces love to shout about –incompetent teachers, a dumbed down curriculum, coddling of students, not enough discipline, not enough homework, and so forth. From a few variables about life in two different states, you were able to predict differences in student achievement test scores quite accurately.

I believe it is time for the President, the Secretary of Education, and many in the press to get off the backs of educators and focus their anger on those who will not support societies in which families and children can flourish. Massachusetts still has many problems to face and overcome—but they are nowhere as severe as those in my home state and a dozen other states that will not support programs for neighborhoods, families, and children to thrive.

This little thought experiment also suggests also that a caution for Massachusetts is in order. It seems to me that despite all their bragging about their fine performance on international tests and NAEP tests, it’s not likely that Massachusetts’ teachers, or their curriculum, or their assessments are the basis of their outstanding achievements in reading and mathematics. It is much more likely that Massachusetts is a high performing state because it has chosen to take better care of its citizens than do those of us living in other states. The roots of high achievement on standardized tests is less likely to be found in the classrooms of Massachusetts and more likely to be discovered in its neighborhoods and families, a reflection of the prevailing economic health of the community served by the schools of that state.

The Public School Advantage: Why Public Schools Out Perform Private Schools

Reviewed by Michael Fabricant

Title: Screen Shot 2014-03-18 at 5.48.37 PM
Author(s): Christopher A. Lubienski & Sarah Theule Lubienski
Publisher: University of Chicago Press, Chicago

Over the past twenty five years a cascading literature has accumulated regarding the crisis of public education in the US.  The crisis is traced to significant racial and international differences in student achievement as measured by testing.  Importantly, the racial gap, although evident over the past fifty years, has not galvanized the recent attention of both legislators and business interests. Rather international decline in a period of intensifying economic competition is what has promoted greater policy attention on public education’s deficits. Lagging test scores of American students in science, reading, and math has been described as a national security issue threatening the very economic foundation of society.   This framing has, in turn, birthed a public education reform movement whose policy initiatives largely rely on market principles to fix public problems such as education.

 

The change theories of the “new reformers” can in large part be traced to a rejection of public bureaucracy.  Public institutions are seen as spawning pathological tendencies undermining competition, innovation, choice, and academic achievement.  As well, public institutions are described as primarily, if not exclusively, interested in addressing professional interests rather than student need.  This ideological policy frame has unsurprisingly produced structural or market solutions of increased choice/competition, teacher/student accountability, metrics, and privatization.  This policy agenda has gained increased traction over the past twenty years, as evidenced by the growing number of charter schools, intensifying focus on testing to measure student, teacher, and school worth, and the accelerating transfer of public education dollars to the marketplace.   The historic dilemmas of applying market principles to public issues, including but not limited to a tendency to increase inequality and simplify complex public problems, have largely been ignored as ideological rhetoric and economic incentive rather than evidence driven policy decision-making.  Fundamental to the new reformers’ policy agenda is the presumption that private schools will outperform public education.   Christopher Lubienski and Sara Theule-Lubienski have waded into this political policy discourse with their important volume, The Public School Advantage: Why Public Schools Outperform Private Schools.

 

Their book is intended to examine the empirical support for the present reform direction.  The core question they pose asks, “Are private schools outperforming traditional public schools?”   The methodology of the study is reasonably straightforward while being simultaneously rigorous, systematic, and elegant.  The authors propose to discern differences in part on the basis of cross-sectional data or snapshot test scores.  This cross-sectional approach is bolstered by a longitudinal design element to determine if the test scores of students in private schools rise more rapidly than their counterparts in public settings.  The sample for both the cross-sectional and longitudinal research is drawn from secondary data.  Two separate datasets underpinned the longitudinal part of the inquiry, The Early Childhood Longitudinal Study Kindergarten Class of 1998-1999 (ECLS-K) and the National Assessment of Education Progress (NAEP) of fourth and eighth graders. The ECLS-K offers a stratified random sample of 21,000 students in both private and public schools entering kindergarten in 1998.  Admittedly, the sample is a bit dated.  That said, the experiment regarding privatization when the cohort of kindergarten students in the sample entered the fourth grade in 2003 was well underway.  Alternatively, the NAEP study sample included 9,791 randomly selected students in 1531 public and private schools.  For the cross-sectional study, approximately 190,000 fourth graders and 155,000 eighth graders were randomly selected from the NAEP data set.  About 7,500 and 6,000 schools were included in the samples of fourth and eighth graders respectively. The private schools included in the study included Catholic, Christian and charters.  This layered and synergistic design has produced a sampling protocol able to capture the snapshot and longitudinal academic experience of students in private and public schools. The careful and imaginative design of this inquiry is especially impressive.

 

The findings of The Public School Advantage are especially important in this moment of policy consensus regarding a “full speed ahead” approach to privatization.   When controlling for student background factors in the fourth grade, an “initial private school advantage was reversed.”  Similar findings were discerned for the eighth-grade.  The test score difference for fourth and eighth graders ranged between 11 and 21 points.  The authors note that a ten to eleven point difference “represents a disparity of about one grade level” (p. 79).  The longitudinal results indicate that “math achievement gains of public schools outpaced those of other school types over the course of the study.” Equally important, public school students are a statistically significant 6 points ahead of their Catholic school counterparts by the fifth grade.  The authors indicate that the public school advantage is clear.  They conclude that “the vaunted private school effect found in past research while it may exist for some students is significantly overshadowed by the public school advantage that is evident in the two most prominent national data sets” (p. 92).   The findings of the Lubienski study are confirmed by other research, most notably the CREDO analysis comparing public and charter schools.

 

The Public School Advantage makes a very special contribution to the public education reform discourse because of its careful methodological rigor and thoughtful interpretation of its findings.  It makes a unique and timely contribution to an expansive literature comparing private/charter schooling and traditional public education settings.  The evidence is clear that a private school advantage does not exist. Rather, it is largely an ideological illusion.  Yet, simultaneous to the emergence of this finding, reform momentum for privatization grows.  And so we must acknowledge that another kind of evidence is also growing, empirical findings in the present contested terrain of public education matter less and less in setting policy direction.

 

We are faced with the dilemma that present reform is not a rational response to the needs of poor, urban communities of color.  Rather it is a largely ideological attack on public education that will not be contained by either evidence or reason.  To the contrary, advocates for the “new reform” like those who deny climate change will simply offer an alternative logic no matter how devoid of evidence or commitment to a public good.  Given the new reformers’ greater access to political, economic and media resources, their narrative and evidence will prevail. And so those who remain committed to traditional forms of public education, the democratic accountability of public institutions, the need to collect objective information to inform policy decision making, and preserving the character of a public good from the degradation of market dynamics must understand that only a corrective power will alter the course of present reform.  Those of us committed to a just reform predicated on evidence, strategic investment, and the need to establish clear boundaries between private and public institutions must rethink our relationship to movement politics.  A corrective movement power must be built that challenges the present privatization of public education and dismantling of all things public including schools.   Some part of the lesson of this important book, The Public School Advantage: Why Public Schools Outperform Private Schools is that, although compelling evidence is necessary to reset policy direction, it is not sufficient.  The evidence is an essential tool but the setting of policy direction today, as in the 1960’s and 1930’s, is directed by power blocs driving and/or contesting the reform agenda.  Today, evidence that points to the relative effectiveness of public institutions is drowned out by the rhetoric of privatization.  To reset policy discourse, new blocs of power must be built to enact an alternate vision, investment, and forms of collaboration for public education.  Anything less cedes expansive reform territory to those who would privatize all things public no matter the cost in the long or short term to the larger society. This new social reality is the single most important take away for readers of The Public School Advantage.

Solving these problems could be a key step to boosting innovation

By Laura Devaney in eSchool News.

7-problems

Education has 99 problems, but the desire to solve those problems isn’t one. But because we can’t cover 99 problems in one story, we’ll focus on seven, which the League of Innovative Schools identified as critical to educational innovation.

While these aren’t the only challenges that education faces today, these seven problems are often identified as roadblocks that prevent schools and districts from embracing innovation.

Problem No. 1: There exist a handful of obstacles that prevent a more competency-based education system

Today’s education system includes ingrained practices, including policy and decades-old methods, that prevent schools from moving to competency-based models.

Solutions to this problem include:

  • Creating and making available educational resources on competency-based learning. These resources might be best practices, rubrics or tools, or research.
  • Convening a coalition of League of Innovative Schools districts that are working to build successful competency-based models.
  • Creating a technical solution for flexible tracking of competencies and credits.

Problem No. 2: Leadership doesn’t always support second-order change, and those in potential leadership roles, such as teachers and librarians, aren’t always empowered to help effect change.

Solutions to this problem include:

  • Promoting League of Innovative Schools efforts to enable second-order change leadership
  • Creating a framework, to be used in professional development, that would target and explain second-order change leadership discussions
  • Schedule panel discussions about second-order change leadership

Problem No. 3: Communities and cultures are resistant to change, including technology-based change

Solutions to this problem include:

  • Identifying new and engaging ways to share cutting-edge and tech-savvy best practices with school and district stakeholders and community members
  • Involve business leaders in technology-rich schools and create school-business partnerships
  • Look to influential organizations to spearhead national ed-tech awareness campaigns

Problem No. 4: Education budgets aren’t always flexible enough to support the cost, sustainability, or scalability of innovations

Solutions to this problem include:

  • Build relationships with local businesses and career academies, and create incentives for companies to hire students, in order to create a revenue stream for schools
  • Look to competitive pricing and creative solutions
  • Leaders must not be afraid to take risks and support the changes needed to bring about this kind of budgeting

Problem No. 5: Professional development in the U.S. is stale and outdated

Solutions to this problem include:

  • Identifying best practices from other industries or sectors, and learn more about adult learning
  • Create a community for teachers to access immediate help
  • Personalize professional development
  • Create and strengthen K-12 and higher education partnerships
  • Create alternative modes of certification and reward forward-thinking practices

Problem No. 6: School districts do not have evidence-based processes to evaluate, select, and monitor digital content inclusive of aligned formative assessments

Solutions to this problem include:

  • Creating a marketplace or database to help educators identify and evaluate, as well as take ownership of, digital content
  • Involve students in digital content evaluation
  • Identify schools or districts to test digital content evaluation and storage systems

Problem No. 7: Current and traditional instructional methods leave students less engaged and less inclined to take ownership of their learning

Solutions to this problem include:

  • Creating working groups, within education organizations, with the aim of advancing authentic student learning
  • Leverage the internet to create online tools and resources that offer innovative teaching strategies to help engage students
  • Help teachers understand and practice authentic teaching and learning to help students master skills and standards.

The Ultimate Guide to Job Interview Answers

Interview Questions  (Source: http://job-interview-answers.com/

Screen Shot 2016-03-17 at 9.44.45 AMThe Ultimate Guide to Job Interview Answers 7th Edition 2014
Behavioral Interview Questions & Answers, by Bob Firestone.

  1. So … Tell me about yourself.
  2. What have you learned from your mistakes?
  3. Describe a time when you were faced with unreasonable deadlines at work. — What did you do? What was the outcome?
  4. What would your last school board president say about you?
  5. How much $$$ money do you expect if we offer this position to you?
  6. Tell me about a time you had to establish a new partnership, or build new relationships in order to get something done. How did you go about that?
  7. What are your long-range career objectives & what steps have you taken toward obtaining them?
  8. Describe a situation when working with a team produced more successful results than if you had completed the project on your own. (see example below.)
  9. Have you ever had problems with a supervisor or a coworker? … Describe the situation.
  10. What do you do when people disagree with your ideas? Describe some times when you had to resolve a conflict with an individual, or guide others to compromise.
  11. What did you like best and least about your last position? (see example below.)
  12. What is the worst mistake you made in your last leadership position?  (see example below)
  13. Describe a situation where you had to deal with someone who didn’t like you as a person.
  14. Tell me about an important written document you were required to complete.
  15. What motivates you to go the extra mile on a project or job?
  16. Do you consider yourself to be a leader? What are the attributes of a good leader?
  17. Are you good at delegating tasks? Tell me about your process.
  18. Give me an example of a time when you tried to accomplish something and failed. Were you discouraged by this? What did you do about it?
  19. Where do you see yourself five years from now?
  20. What does it mean to be successful? … Then how successful have you been so far?
  21. What’s the last book you read?
  22. What are your expectations regarding an extension of your contract?
  23. You don’t have the right kind of experience.
  24. You may be overqualified or too experienced for the position.
  25. Why did you leave your last job?
  26. Have you ever been fired or forced to resign?
  27. Why have you had so many jobs in such a short period of time?
  28. Can you explain this gap in your employment history?
  29. Why should we hire YOU? — What can you do for us that someone else cannot?
  30. What would you hope to accomplish in your first 90 days here?
  31. Give me an example of a problem you faced on the job, and tell me how you solved it.
  32. Tell me about a time when you had to use your presentation skills to influence someone’s opinion.
  33. Walk me through the steps you took to reach an important long-term goal.
  34. What’s your biggest weakness? Give some examples of areas where you need to improve.
  35. Share some examples of how you’ve been able to motivate other people.
  36. Describe a decision you made that was unpopular, and how you handled implementing it.
  37. What was your role in your school district’s most recent success? (See example below.)

Answer:

 What did you like best and least about your previous job?

STRATEGY: This is potentially a trick question. You want to indicate that what you liked best about your last job are things that will appeal to the Hiring Manager. Show that your last job allowed you to demonstrate many of the positive and desirable Behavioral Competencies that are discussed in-depth at the beginning of the Guide. Give specific examples of how your last job allowed you to flex your skills and show your maturity. When answering about what you liked least, keep it short and do not be negative.

“What I liked about my last job was the fact that there was good on the job training. I was able to really develop my “X” skills, which I know will help me succeed here if I am fortunate enough to be able to join your team. What are the qualities and skills of the people who have been most successful in your department?”

“One thing I liked about my last job was that it allowed me to develop my project management skills … FOR EXAMPLE, I was put in charge of a project where I had to earn the “buy-in” of people from multiple different departments — and I had all the responsibility for getting this project completed on time but no real authority over my teammates. I was successful because I involved key stakeholders early-on to get their feedback on my ideas. With those ideas is mind, I negiotiated with the team to an agreement about deadlines. Then day-to-day I made sure that each team member was completing their work on time. I did this by setting up a progress tracking system. Can I tell you about it? … ”

“What I liked least about my last job was that the management style was pretty hands-off, and this was fine for me because I am self-motivated and work hard to achieve. But the lack of structure sometimes allowed some of my teammates to slack off from time to time — and I often ended up having to pick up the extra work. I had to constructively approach my manager and let her know what was going on WITHOUT creating any friction between me and my co-workers. In the end, it worked out well, because I was pro-active. — Have you ever run into that type of situation as a manager?”

 

What’s the worst mistake you ever made on the job, and what did you learn from it?

STRATEGY: Think about what they want to hear. Show that you are able to learn from your mistakes, but don’t offer up any negative examples concerning your past performance. Show that you have been successful, but that you have the maturity it takes to examine your own behavior so you can learn and grow and be a better employee. Be brief.

“Good question. Well, I have been successful in every job I have had, but I have had the normal ups and downs. I’d say that I do actively try to monitor the quality of my work so that I can constantly be improving myself. FOR EXAMPLE, I have had one or two hiccups with clients (or customers) where their satisfaction was not exactly where I thought it was.  I learned that I have to really monitor certain difficult clients closely and “take their temperature” so I can keep their satisfaction level as high as possible. Have YOU had any customers like that here?

Describe a situation when working with a team produced more successful results than if you had completed the project on your own.

STRATEGY: This is another behavioral interview style of question. The Hiring Manager wants to learn more about your thought process, and how well you can form examples to answer this teamwork-related question. You will want to show your ability to solicit ideas from others, listen carefully, and persuade people to your point of view.

“Working with others allows you to data-mine other people’s skills and experiences. You get perspectives and ideas that you would not have on your own. You can also check the quality of your own work before it goes out the door. FOR EXAMPLE, at Job “X” I worked with many great people. I was able to “pick their brains” — so to speak — about the effectiveness of various techniques, and get estimates on how long it would take to get various things done, etc. — I would not have been able to do my job as effectively without them.”

“Would that type of experience be relevant to this job? … Great! … So when do I start? …”    (don’t be afraid so throw some humor in if it’s going well!)

“Well, throughout my career I’ve worked both independently and as a member of many teams. I will have to say, though, that working with others has often produced great results for projects I’ve worked on — specifically when it comes to brainstorming as well as knowledge sharing. When it’s appropriate, I try to get the key stakeholders involved in coming up with new solutions. I did that a lot at Job ‘ABC’. FOR EXAMPLE …and the OUTCOME was a roughly 30% increase in cost-savings for the company, and a significant decrease in the time it took to complete the project.”

✔  Tell me about a time when you were faced with problems or stresses at work that tested your coping skills. What did you do?

STRATEGY: Workplace stress is an issue for everyone. Don’t pretend that you never get stressed out. Show you can deal with stress and cope with difficult situations in a fast-paced environment. Give examples of how you’ve been calm under pressure, and how you avoid stress in the first place through planning and time management.

“Well I think it’s important to remember that stress affects everyone, and it’s inevitable that sometimes people are going to have bad days. But what I do personally plan ahead and try to manage my time as best as possible. If something happens, I try to control my response to the situation. You can’t always control what happens to you, but you CAN control your own response. What I do is consciously lengthen the time between the stressor and my response to it … Would you say it is a stressful environment here? … I see. I’m sure I can handle it — I’ve been tested like that before … FOR EXAMPLE … AND THE POSITIVE OUTCOME WAS …”

✔  What was your role in your school district’s most recent success?

STRATEGY: You’ll want to be very specific here, and frame your answer in terms of how you saved time and money. Use your personal “metrics of success” — these are simple numbers you write down and remember before the interview; like the hours of time you saved by your smart decisions, and the dollar amounts of revenue or cost-savings you generated. Remember, these materials show you how to make these up, giving you fill-in-the-blanks templates for creating your own “metrics of success” numbers based on your past work experience — and it works for ANY type of job history. This is a MUST HAVE for your interview. Please be prepared with this!

“Well, my role was ongoing and it required a lot of communication and teamwork with my team as well as the client. I think my role really was to clarify the scope of the project, and then “manage the client’s expectations.” We were able to deliver on time, and the client was thrilled! … I was able to make sure no time was wasted on adding unnecessary features. And since we were working on a fixed bid price, we saved my company time and money. I estimate I contributed to a cost savings of about $20,000 on that project. My manager and everybody on my team felt great because the project went so smoothly … Is that the kind of experience that would help me be successful here?

“My role in the success of our last big project was contributing to [cutting costs 30% /saving 20 man-hours of work per week / increasing revenue by 14% / getting the job done about 50% faster / helping customers 20% more of the time]. I was able to achieve this by using [risk management / industry knowledge / innovation / empowering others / persuasive presentations / time management / partnering & negotiating / special skills] …FOR EXAMPLE …”

Workaholism: Praised or the Plague of School Administrators?

Dr. Jack McKay,
Professor of Educational Administration, the University of Nebraska at Omaha

Screen Shot 2015-07-09 at 2.04.36 PMThe subject of workaholism is somewhat neglected as an area of serious concern by school administrators and policymakers because it is difficult to define and is even considered an asset rather than a liability. In the health profession, workaholism is the best-dressed mental health problem of the leadership and managerial professions. This article will show that workaholism, the addiction to work, is a disease that can inhibit school leadership efforts, ruins promising professional careers, and can be harmful to colleagues as well as immediate family members.
Workaholism is defined as an obsessive-compulsive disorder that manifests itself through self-imposed demands, an inability to regulate work habits, and an overindulgence in work to the exclusion of normal life activities. The term is similar to alcoholism because the two addictions are believed to have common behavior patterns. The four addictions are:
… Progressive in nature,
… An unconscious attempt to resolve unmet psychological needs,
… Can lead to an unmanageable life,
… Cause family disintegration,
… Result in health problems that can lead to anxiety and depression.
Work highs, like alcoholic euphoria, run a cycle of adrenaline-charged work binges that are followed by exhaustion similar to alcoholic hangovers. Workaholism creates health problems, failed marriages, endangered careers and can result in mental health issues with other family members.
Researchers on workaholism have found that workaholics have greater tendencies toward depression, anxiety, and anger. They have feelings of inferiority, fear of failure, an inability to deal with unresolved issues and strong tendencies toward perfection (Haymon, 1993; Machlowitz, 1980).
Workaholism and the Family
The workaholic’s impact on their family is also a major problem. Bryan Robinson (1988) found that spouses and children become extensions of the workaholic’s ego, usually leading to family conflict. Spouses and children feel unloved, lonely, isolated, and emotionally and physically abandoned. Another study found that the workaholic’s children are faced with excessively high demands for achievement. During family conflicts, the workaholic would avoid confrontations by becoming silent.
Workaholics tend to abdicate their role in their children’s development. If they do become involved, it usually is only to check on the child’s progress towards perfection in whatever has been undertaken. Follow-up studies suggest that children of workaholics carry the legacy of the workaholic parent, such as an external sense of control and approval-seeking behavior to meet other adult expectations. Different from the alcoholic with the bottle to blame, the workaholic’s family faces excitement because there is no item to blame.

Prasing Individuals at School Board Meeitngs

The Superintendent’s Section: Wisdom, Ideas and Strategies  by Jack McKay and Friends.
Recognizing Students and Staff at your School Board Meeting
Some of my superintendent friends routinely set up the board’s agenda so that the first 10 to 15 minutes of the meeting be devoted to highlighting the successes of students and staff, and on occasion, community members who are helping students.
By recognizing the successes at the school board meeting, you have the opportunity to highlight what the school district is all about (the achievements of others) and what they and the school board value.  During the special recognition part of the board meeting, some present certificates and awards like “district stars” to those being honored. Another secondary purpose or subtle strategy is setting the tone of the board meetings. This ceremonial part of the meeting may have the subtle effect of starting a meeting on a positive note rather than what would normally be a relatively formal business meeting.
This special section on the board’s agenda reminds me of one of my axioms, “Don’t tell me what you value, rather tell me what you do and recognize and I’ll tell you what you value.”