Wednesday, September 21, 2011
Intern Plan Conference
I was able to meet with my campus site supervisor last week regarding my intern plan. When I met with Mrs. Kohler I presented her with a hard copy of my draft intern plan, and had the portion of my textbook ready that discussed the 38 activity areas. I also discussed my strengths and weaknesses based on the self evaluation and the practice exam from the beginning of the course. She looked over each activity and we discussed specific projects I could use to complete the selected activities. It was not difficult for us to reach a consensus because I selected activities based on areas I knew she would want me to work Mrs. Kohler was in agreement with all the activities I selected. There were some resource individuals and time deadlines that we discussed, and ended up adjusting those areas. Overall, I feel very confident in the activities we agreed on and I am excited to get involved in areas I most likely would not have been involved with before.
Wednesday, September 7, 2011
Leadership Interview
I was most fortunate to meet with my district's Chief Instruction Officer, Theresa Kohler. Throughout the interview common themes ran throughout each response; communication and relationships with board members and other stakeholders. I have worked with Mrs. Kohler in a variety of positions for several years. She is currently my direct supervisor and a direct report to our Superintendent, Dr. Dan Powell.
Mrs. Kohler's definition of leadership is based on support for the organization as a whole. She said, "Good leaders can do this and build rapport." Mrs. Kohler relates leadership to gears, and how they must all work together in the right groove to get the job done. She comments that a district leader is able to make decisions that impact the big picture as one of the positive aspects of the position. Another positive aspect is the ability to work with a wide variety of people. As with any position, there is also a negative side that must also be dealt with. The most difficult part of the position for Mrs. Kohler is the politics that are involved in every decision. She feels a constant struggle between what you want to do for a person, campus, or department and what political spin will go along with that decision. She also confesses that the constant loss of control over her calendar is another area she has had to deal with. As you move up the chain of command the more your calendar is dictated by those you serve.
Another question that really stood out to me was the attributes of a good Superintendent. Mrs. Kohler feels a good Superintendent must have the ability to build rapport and balance politics with expectations. The need for a good support team so that the Superintendent has the ability to think globally is another key aspect. As I reflect on myself as a leader I can see this would be a difficult area for me. I very much like to have control on the little things and must learn to better delegate tasks to those that are competent. Once again, the area of communication was discussed. A good Superintendent must have the ability to talk to all stakeholders in such a manner that suggestions you are making are thought of as their own suggestion. Conflict and issues must be addressed immediately, and such information must be shared quickly so that the district can get their story out before the media spins the situation out of control.
An ethical leader is one that applies expectations consistently to all, and expects to be held to a higher standard on their own merit. Mrs. Kohler gives an example of her own department. It was discussed that due to the type of funding utilized to pay for some of the coordinators it was imperative that appropriate time calculation must be utilized. It was determined that they would need to use the district's time clock system to track the time and location of work. Rather than simply directing the individuals that required such need, she also punches in and out each day. I was particularly glad to hear this portion of the interview since this is also my view on leadership. Why would I ask someone else to perform a task that I am not also willing to perform myself?
I was particularly interested to find out the answer to the question regarding a good working relationship with the Board of Trustees. Our board has a very interesting dynamic at this time, which I am sure many Boards do, and I have always wondered how it is possible to keep all seven of these individuals happy at the same time. After speaking with Mrs. Kohler she also wonders how this is done at times, but she does offer up one strong suggestion. Rather than communicating with each Board member, it is important to utilize the officers of the Board. Our current Superintendent sends all communication to the Board President, Board Vice President, and Board Secretary. He then leaves it up to those individuals to disseminate the information appropriately. I thought this was a very profound way of working with the system instead of against the system. It is also the responsibility for the Superintendent to put a stop to the personal agendas of the Board members and make sure that the focus is on the good of the district as a whole.
As with any good leader, it is important to address the areas of weakness. Mrs. Kohler states the district's staff development as the weakest area. Due to a variety of personnel changes and organizational structure changes this has been an area to fall through the cracks. She plans to streamline the umbrella of initiatives that everyone needs training for. She wants to match the specific training areas to the employee's job description. Mrs. Kohler feels this is the only way to improve the performance of all staff members.
I am most grateful for the opportunity to glean such valuable information from such a wonderful leader. I will utilize this information to help guide my internship decisions, and my future as a Superintendent.
Mrs. Kohler's definition of leadership is based on support for the organization as a whole. She said, "Good leaders can do this and build rapport." Mrs. Kohler relates leadership to gears, and how they must all work together in the right groove to get the job done. She comments that a district leader is able to make decisions that impact the big picture as one of the positive aspects of the position. Another positive aspect is the ability to work with a wide variety of people. As with any position, there is also a negative side that must also be dealt with. The most difficult part of the position for Mrs. Kohler is the politics that are involved in every decision. She feels a constant struggle between what you want to do for a person, campus, or department and what political spin will go along with that decision. She also confesses that the constant loss of control over her calendar is another area she has had to deal with. As you move up the chain of command the more your calendar is dictated by those you serve.
Another question that really stood out to me was the attributes of a good Superintendent. Mrs. Kohler feels a good Superintendent must have the ability to build rapport and balance politics with expectations. The need for a good support team so that the Superintendent has the ability to think globally is another key aspect. As I reflect on myself as a leader I can see this would be a difficult area for me. I very much like to have control on the little things and must learn to better delegate tasks to those that are competent. Once again, the area of communication was discussed. A good Superintendent must have the ability to talk to all stakeholders in such a manner that suggestions you are making are thought of as their own suggestion. Conflict and issues must be addressed immediately, and such information must be shared quickly so that the district can get their story out before the media spins the situation out of control.
An ethical leader is one that applies expectations consistently to all, and expects to be held to a higher standard on their own merit. Mrs. Kohler gives an example of her own department. It was discussed that due to the type of funding utilized to pay for some of the coordinators it was imperative that appropriate time calculation must be utilized. It was determined that they would need to use the district's time clock system to track the time and location of work. Rather than simply directing the individuals that required such need, she also punches in and out each day. I was particularly glad to hear this portion of the interview since this is also my view on leadership. Why would I ask someone else to perform a task that I am not also willing to perform myself?
I was particularly interested to find out the answer to the question regarding a good working relationship with the Board of Trustees. Our board has a very interesting dynamic at this time, which I am sure many Boards do, and I have always wondered how it is possible to keep all seven of these individuals happy at the same time. After speaking with Mrs. Kohler she also wonders how this is done at times, but she does offer up one strong suggestion. Rather than communicating with each Board member, it is important to utilize the officers of the Board. Our current Superintendent sends all communication to the Board President, Board Vice President, and Board Secretary. He then leaves it up to those individuals to disseminate the information appropriately. I thought this was a very profound way of working with the system instead of against the system. It is also the responsibility for the Superintendent to put a stop to the personal agendas of the Board members and make sure that the focus is on the good of the district as a whole.
As with any good leader, it is important to address the areas of weakness. Mrs. Kohler states the district's staff development as the weakest area. Due to a variety of personnel changes and organizational structure changes this has been an area to fall through the cracks. She plans to streamline the umbrella of initiatives that everyone needs training for. She wants to match the specific training areas to the employee's job description. Mrs. Kohler feels this is the only way to improve the performance of all staff members.
I am most grateful for the opportunity to glean such valuable information from such a wonderful leader. I will utilize this information to help guide my internship decisions, and my future as a Superintendent.
Thursday, September 1, 2011
Vita
I really had to work at following the Vita format rather than the traditional resume format. Please give me feedback.
Melissa Block
4524 Bucking Bronc Drive, Benbrook, TX.76126
(W) (817) 297-5080; (H) (817) 443-0058; melissablock@sbcglobal.net
Education/Certification
M. Ed. Educational Administration,
Tarleton State University,
Tarleton State University,
Stephenville, TX, 1997
BS Interdisciplinary Studies,
Tarleton State University,
Tarleton State University,
Stephenville, TX, 2002
Superintendent Certificate Texas (In progress)
Principal Certificate Texas
Teacher Certificate Elementary Reading (1-8), Texas
Elementary Math (1-8), Texas
Elementary Self Contained (1-8), Texas
ESL Education ESL Supplemental (1-8), Texas
Administrative Experience
Principal, Bess Race Elementary School,
Crowley Independent School District,
Crowley, TX, 2006-present
§ Implemented CSCOPE curriculum and whole school approach to after-school tutorials in order to improve academic achievement. TEA Recognized Campus 2008-2010
§ Utilized the PDAS system to define and monitor high expectations for staff performance.
§ Analyzed data from a variety of sources to make decisions.
§ Received the Community Builder Award; Sunrise Daylight Lodge No. 1433, Crowley, TX, October 1, 2007.
Assistant Principal, Bess Race Elementary School,
Crowley Independent School District,
Crowley, TX, 2002-2006
· Facilitated effective resolution of conflicts in a timely fashion with students, teachers, and parents.
· Implemented and trained other administrators with the district’s textbook tracking system.
· Established programs to recognize students and staff for their contributions toward achieving goals.
Teaching Experience
Fifth Grade Math and Science Teacher,
Meadowcreek Elementary School, Crowley, TX, 1997-2002
· Facilitated the use and integration of technology to enrich the curriculum.
· Implemented sound, research-based instructional strategies in which multiple opportunities to learn and be successful are available to all students.
· Built relationships and collaborated with colleagues to improve student achievement.
Presentations
- Block, M. (2011, September). How to Teach Like a Champion. Presentation at Bess Race Elementary for Gifted and Talented Professional Development, Crowley, TX.
- Block, M. and Murphy, J. (2010, November-January). Genius Denied. Presentation at Bess Race Elementary for Gifted and Talented Professional Development, Crowley, TX.
- Block, M. (2010, August). Curriculum Development and Implementation based on CSCOPE for Professional Development at Bess Race Elementary, Crowley, TX.
Additonal Training/Professional Development
- CSCOPE Conference, San Antonio, TX, 2011
- Differentiated Instruction: Strategies That Work, Crowley. TX, 2009
- Continuous Improvement, Crowley, TX, 2007
- Capturing Kids' Hearts, Crowley, TX, 2007
- DuPont Training, Crowley, TX, 2002
- New Jersey Writing Project, Crowley, TX, 1998
Professional Affiliations
Texas Association for Supervision and Curriculum Development, 2008-present
Texas Elementary Principals and Supervisors Association, 2002-present
References
References will be included on the following page, if requested.
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