Reflective Leadership Practices

Reflection is an important skill in leadership because it allows us to basically work backward through a scenario and, using our experiences, determine how the outcome may have unfolded differently. In turn, we can use this reflection and apply it to future scenarios. By reflecting on outcomes, both good and bad, we can break down individual components and, in a sense, relive and recreate the experience. Hindsight provides us with a powerful insight as to how we would handle the same or similar situations in the future. In short, it is taking full advantage of experience. Not just knowing better what to do or not to do, but rather how a differing response might likely affect a different outcome.

I have enjoyed reading classmate blogs and wikis associated with their experiences. Although they come from different districts and different positions, we can quickly place ourselves in their scenarios as most of us likely have faced similar challenges or situations at our own districts. It is interesting to reflect on how I might have handled a situation. One such example was of a classmate whose district was going through a financial crunch and had chosen not to replace an associate superintendent spot due to attrition. I was able to put myself in that position and reflect on how I might restructure the scenario with existing positions in order to help absorb the deficiency, while maintaining the effectiveness of those personnel in their current positions. In reality, this very scenario, as I reflected on the post, had taken place within our own district approximately four years ago. It was interesting to compare the restructuring scenario to that of our own, despite the fact that the districts were far different in both size and staffing.

As far as coursework goes, I probably reflected more on the finance course that any other. In today’s uncertain economic and funding times, it is imperative that we maximize each and every dollar to its full potential. Using creative staffing techniques, partnering with outside entities, and maximizing the efficiency of master schedules are just a few ways to help stretch this funding. In my area of concentration, I reflected on the financial impact of increasing WADA. Through creative reflection on increasing attendance rates, a staggering reality set in. If we were to find a way to increase campus attendance rates by as little as one-half a percentage point, we could actually draw enough additional revenue to fund an additional staff spot -talk about a powerful statistic. With that being said, what types of additional funding could be acquired by doing it district-wide? The amount is overwhelming.

As I reflect back on my supervised logs, I realize how much content I have covered in a short period of time. The various activities have allowed me to affiliate with many different staff members (both at central office and campus level) who I have formerly had little contact with.  Most impactful was my correspondence with both human resources and finances at the district level. Other than going to job fairs to represent and recruit for the secondary campus, I had little or no contact with HR. It was good to get to go over and interview and gain insight as to what the job entailed. The financial aspect was even more of an eye opener. Prior to both coursework and the internship, I had little knowledge to exactly what went on in that department. I quickly realized how obviously important this “hidden” portion of our district leadership was.

It is now clear to me that our assessments have gradually been building up to preparing us for the superintendent exam. The LCE, our most recent assessment, clearly articulated the need to carefully assess each situation thoroughly. I can only assume that the LCE was set up to purposely both mimic and reflect the complexity of the actual TEXES. Whatever the case, I found it difficult as many times each question had several very logical answers. In reflection it is clear to me that more than anything, I must have a clear understanding of the individual components of each competency. Additional assessments throughout the entirety of the coursework added to my overall understanding of what content is likely to be ultimately tested.

Further reflecting on my intern plan, one of my recent activities struck me as particularly interesting. It dealt with assessment information as it pertained to different stakeholders within the district- board of trustees, superintendent, staff/faculty, and community. It never truly occurred to me how important our assessment data accuracy was until I completed the exercise and realized how many groups were possibly affected. Validity and reliability are important in determining a number of things.  From a board perspective, data helps determine what direction improvement plans should go. From the superintendent angle, it could ultimately determine the outcome of personnel issues as effectiveness and leadership might be put into question. From a staff perspective, it is a tell-tale sign of curricular and instructional effectiveness. And from a community standpoint, assessment data could determine ones perception and ultimately confidence in their district staff.  When we reflect on exactly how many layers are possibly affected by assessment data, it is clear that it is important for each and every assessment to accurately accomplish what it sets out to measure.

I will use reflection leadership practices in the future to help ensure that lessons are learned from, and failures are not repeated. There is an old saying that those who ignore the lessons of history are doomed to repeat them. I can take it a step further and go so far as it say that even if we don’t ignore lessons, if we fail to reflect properly and gain as much insight as truly possibly, we will likely repeat them anyhow. I’d rather not repeat the same mistakes a multitude of times myself. Therefore, I shall reflect. J