Superintendent Interview and observations

Superintendent Interview

I interviewed Assistant Superintendent for Curriculum and Testing for Jasper ISD Gwen Gilford.  Mrs. Gilford has been a classroom teacher as well as principal of both Jasper Jr. High and our Intermediate campuses.  Our superintendent was unavailable due to his attendance at TASA’s Mid-Winter Conference.  Mrs. Gilford was happy to assist in the completion of this assignment and has been for a number of years a very respected and skillful administrator in JISD.  She is also a colleague whom I respect immensely. 

On her definition of leadership, Mrs. Gilford stated that it actually comes in many different forms dependent upon the person in that position.  However, there are some elements of being a leader that is consistent.  First of all, a leader must be consistent in their actions and responsibilities.  In order for anyone to take you seriously as a leader, you must show the same type of commitment that you are asking of others.  She feels that leadership comes with responsibilities which set the tone for the entire organization that you represent.  I agree with her interpretation and because I have seen her at work, it makes a greater impact with me.  I have seen her set an example for the campuses and departments of which she has been responsible.  Without question, the consistency that is associated with a good leader is never in question and each person understands their role and the predictable outcomes of the person in charge.

Although Mrs. Gilford has not served as a superintendent, she does have areas of responsibility which are of a district wide influence.  She explained that some of the most difficult areas of which we face on a regular basis in a position of district wide responsibility revolve around lack of communication.  Many of the problems that occur come from those who have an issue and react before understanding the entire picture.  She says that the frustrating part about this is that many of these issues could be avoided if those who are the most upset had just referred to the communications circulated.  She stated that we tend to assume that each of the stakeholders involved are as rational as necessary to solve the issue.  However, that is not always the case which may lead to further hinder the solution.  I too have felt that type of frustration and understand her response.  As superintendent, we will need to have the patience of Job and understand that not all have the perspective that we may have experiences.  We must keep in mind that their knowledge of an issue may be very limited and it is our need to explain as best as possible and remain patient in order to address issues as they exist.

Mrs. Gilford did say that some of the attractive elements of becoming a superintendent center on the ability to enact change and enhance the opportunities for educational advancements.  She stated that the thrill of establishing an idea that affects a large portion of the school population and seeing it through to the end is very fulfilling.  It is the extended time that you spend reviewing data, assessing the problem, establishing a course of action and then to see it enacted and successful in assisting our students is exciting.  That portion of the position excites me as well, being able to be a part of making a difference on a large scale and influencing the impact of our educational opportunities.  We would all like to be a part of making the lives of our students better and providing that opportunity from a district wide standpoint.

Mrs. Gilford is very interested in competency 6 discussing the importance of the instructional program and how it affect the school districts overall culture due to her job description and the amount of time that she spends responding to that need.  She feels, and I agree, that the effort that we put in to the instructional piece lays the groundwork for all that we do within the district.  Of course the bottom line is that the instructional piece should drive what we do however so many other areas come in to play as a superintendent and distract from our first priority of educating our students.  For the years that I have served in my current capacity I have gained a greater appreciation for the time and efforts spent crafting the learning opportunities for our students.  The curriculum that we use plays such an important role for so many so our effort to find the proper one is essential.  The time spent making that determination can be overwhelming but the need to have such a strong support system and establishing a trust with those in charge of those areas can make or break a district.

The final area that hit home with me was that of her answer covering competency 2 asking how you work to develop a shared vision?  According to Mrs. Gilford, this comes down to the trust that you have developed with the stakeholders that you surround yourself with in the position of superintendent.  She stated that the key element in any successful organization is trusting those around you to share their vision of the end result.  She adds that especially in the school business is essential.  Because we have so many learning styles and methods on how to approach them, feedback from a number of sources is necessary.  I also agree with her when she says that focusing those many views is at times difficult however with effort comes progress in the best interest of our students.  In my opinion, the trust factor is the most important aspect of the process.  If we are to gain the trust of those around us we must give them the opportunity to provide input in those issues that matter most so that we can all have the same shared vision.

In review, the responses of Mrs. Gilford are very solid and simple but effective.  Because of my respect for her and the example that she has supplied me over the years her answers have a lasting impact.  I appreciate her perspective and guidance in assisting me to establish my own viewpoints of the position of superintendent.