1.  Start the transformation of your school.....
                                                                     (continued from "Home Page")


  As a new principal, most of your waking hours will be spent on
thinking about school improvement.  Improvements which will
actually empowers and energizes the staff to want educational
change. Teachers will be prepared to inspire and develop the
interests of their students to experience the joy and excitement
of learning.

  As a new principal, you want a school climate which is respectful
and disciplined, and an instructional program which is vigorous and
supportive. These elements work together to create a school
environment that provides positive outcomes and success for all
children.

  A healthy school environment allows for  increased communication
among teachers and school administrators. There is a strong
correlation between school environments and improved  student
achievement and enthusiasm. Healthy environments create
motivated  teachers and generate routines, ceremonies, rituals and
traditions.

  Staff development is an outcome of a positive school culture.  
Teachers want to spend time to improve instruction, be present at
workshops, and address the educational and personal needs of the
individual child by scaling down the often daunting barriers of a
larger institution.

  A healthy school environment includes a  staff that sees
themselves as learners. Teachers and administrators will want to
improve their own skills and knowledge for the good of the children.  
In this environment, learning will thrive and student misbehavior and
faculty complaints will decrease.  School spirit will soar and goals will
be achieved. The most effective change in school culture happens
when a principal models the values and beliefs important to the
school.  If the principal models and demonstrates concern for others,
the school culture will develop with similar values.
What Do Successful Principals Do?
2.  Start a staff development program.....
                                                            (continued from "Home Page")


  Teachers have different capabilities, they need different tools,
they have different skills and they use different techniques,
"one shoe does not fit your entire staff". So, when we transform
our schools, we need to be sure that we are giving our teachers
the skills and the tools they need along the way.  

  In schools with a strong culture and expectations for achievement,
there is a responsibility for student learning and an optimistic attitude
to make the school work. A healthy school culture has a strong
effect on staff development and address the educational and
personal needs of the individual child.

  In this culture, teachers and administrators will want to improve
their own skills and knowledge for the good of the children. In this
environment learning will thrive and student misbehavior and faculty
complaints will decrease.

  Accountability only works when you allow teacher’s to grow
professionally through ongoing staff development.  We are the only
system that will test our students and if the results are good we will
reward our teachers with raises but if the results do not meet our
standards then we will punish the teachers and close down the
schools.  I am still waiting to see the justification for this policy. We
should be identifying the reasons why teachers cannot perform by
identifying their strengths and weaknesses and then helping them
get better through mandatory staff development.

  This vision can become a reality with increased interaction  among
teachers and school administrators. Successful schools are marked
by dynamic communication and joint work among staff members.
Communication correlates strongly with improved student
achievement and enthusiasm, and with teacher productivity and
satisfaction. A strong school culture will create teachers with shared
participation in meeting the needs of all students.
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In William Glasser's book "The Quality  
School
- Managing Students Without Coercion",         
the following quote is The Preface.  

Glasser would like you to return to these
statements because they will keep "you" as a
leader on track.



A boss drives.    A leader leads.
A
boss relies on authority.   A leader relies on   
A
boss says, "I."   A leader says, "We."
A
boss creates fear.   A leader creates confidence.
A
boss knows how.   A leader shows how.
A
boss creates resentment.   A leader breeds
                                                enthusiasm.
A
boss fixes blame.   A leader fixes mistakes.
A
boss makes work drudgery.   A leader makes
                                                work interesting.

                                              Source: Shayle Uroff
                                              But author unknown