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= = Hi All! I've typed in each question that we have to answer. If you want to type in what you have so far, then the rest of us can add any additional thoughts or ideas.

Questions to Ask:
 * What are his goals as the principal of this school?
 * What does he think he will need as the principal to achieve his goals and the school district's goals? (Daliy, Weekly, Monthly, Yearly)
 * What does he see as problems that occur (Daily, Weekly, Monthly, Yearly) in the school?
 * What does he think he would need to do as the principal of the school? (Daily, Weekly, Monthly, Yearly)
 * What do he think of the job he has done so far as the principal of this school?
 * How can I (Superintendent) help?

Immediate Issues to Consider (including legal): (Brett)
 * Does Ms. Boles have a clear job description of requirements for Mr. Smithson? If not, establish clear job requirements and explain these to Mr. Smithson.
 * Ms. Boles should consider the fact that this is Mr. Smithson's third year as an administrator; therefore, according to the Alabama Tenure Laws he can be removed and placed back into the classroom (if Mr. Smithson has tenure as a teacher). If this is the course of action, evaluation reviews should be complete with areas of improvement noted.
 * What the daily responsibilities for Mr. Smithson? Can Ms. Boles restructure his day with assigned tasks, which are limited in scope, but critical to the operations of the school.
 * Does Ms. Boles meet with Mr. Smithson on a daily bases to review and reflect?
 * Does Mr. Smithson have personal issues that may be causing professional issues/concerns to develop (e.g. new child, marriage issues, etc.)? If so, Ms. Boles can offer professional guidance and encouragement.
 * What type of scheduling system is used to keep up with administrative appointments? Is this computerized or in a written format? Consider using Outlook or some other electronic system that provides reminders of appointments.
 * Ms. Boles should have additional "key holders" assigned to assist with opening/closing building for activities or alarm issues as well as a "call down" list for faculty/staff to use in case administrators are not always readily available.
 * It is critical that Mr. Smithson be fully informed of his actions which are consider subpar and require change. Ms. Boles should find a mentor assistant principal that Mr. Smithson can shadow for at least two days. The mentor should be someone that is successful in the areas in which Mr. Smithson shows a need for growth and development. Provide times during the year for feedback and reflection with this mentor. Also, organize times where the mentor assistant principal can come shadow Mr. Smithson for a day and provide feedback.
 * Should Smithson be called in immediately for a meeting with Ms. Boles and myself (superintendent)?
 * Should I (superintendent) get involved at this time, or should I continue to encourage Ms. Boles (principal) to use her skills to work on this problem?
 * I need to quickly meet with Ms. Boles to review Mr. Smithson's performance since his hire date and especially to review his evaluations.

Long term decisions to make: (Bren)
 * If Smithson remains as assistant principal, what will happen to morale within the school?
 * Should Smithson be placed on probation or intensive plan for improvement?
 * If I do not get involved directly, will I lose trust with other employees?
 * Should Smithson be placed on administrative leave for neglect of duties?
 * Should Smithson be offered the opportunity to return to the classroom before "formal procedures" for reprimand begins?
 * Do we have an effective administration collaborative training program that could address Mr. Smithson's weaknesses as well as develop emerging leaders?

Additional facts and information needed (Sources to consult):


 * Supervising teacher of the talent show to find out what the plan was for the talent show dress rehearsal.
 * Talk with other teachers/parents to discuss and document John's lack of organization and follow up.
 * Talk with Mrs. Boles to discuss what measures she has put into place to help John with his organization.
 * Talk with John to get his side of the story.

What did the people involved do that is wrong? What was done that may not have been wrong, but will make it more difficult in this situation?


 * John has had a consistent problem with lack of organization and follow up with teachers. He did not show up at the talent show dress rehearsal with teachers and parents waiting for him. John did not answer the phone when the supervising teacher tried to call him. He has also missed other meetings and appointments.
 * If problems / concerns existed prior to his appointment as assistant principal, did the supervising principal at the time provide support and development opportunities for Mr. Smithson?

Potential Resolutions:
 * Modeling the behavior that is expected from the principals by the Superintendent and other Central Office Staff.
 * Create a book study for the new principals and asst. principals. The development of the book study needs to be developed from the evaluation questions on Professional Development Process Form for the principals and asst. principals (PDP).
 * Create a support system from Central Office Building
 * Create mentor program for new principals and asst. principals
 * Monthly Leadership meetings for all principals

What leadership qualities might impact how an administrator deals with this situation? (Anjell)
 * Communication--honest, disciplined, and respectful communication *
 * Trust but verification needed with the delegation of duties
 * The ability to understand personnel dynamics.
 * Credibility *
 * Tact *
 * Ability to confront critical incidents *
 * The ability to inspire others to greatness *
 * The ability to be an effective coach *
 * Skills necessary to create higher performing teams *
 * Edge *
 * Encourage initiative in others*
 * Be an empathetic listener*
 * Coaching skills/Modeling*