Part+III+-+The+Human+Resources+Fram

This chapter really rang true to me. I work with an outstanding teacher in my building who says that I am the only person who tells her she is doing a good job. This is a huge problem for our climate. I think it is vital for a principal to give pats on the back. This makes having the hard conversations easier should the situation arise in the future. If a staff likes you they are more willing to do the work even if it is hard. If they feel valued and appreciated they will walk through fire to reach a goal. I think that relationship building is huge. Perception is reality even when it is a mis-perception. What the staff feels or thinks is happening affects the way they see things and how they feel about coming to work each day. I can understand how Jaime is worried about letting other see his insecurities, however it is affecting the kinds of relationships he is building with his staff. Taking the first step to open the lines of communication was scary, but I feel that it is what he had to do in order to let the teachers see who he is. (KK)
 * Chapter 6 - Sagging Morale **

It seems that with everything we learn about ed leadership, it always goes back to the relationship. I have thought a lot about how I will go about creating and sustaining relationships with teachers, particularly the ones who may not welcome my presence. I’m going to think about what Rick from our presentation last week said, that he would find something positive about every teacher he observed and work on building the relationship first.

Requesting feedback is an important, but scary step, especially for new leaders. I have always been a fairly transparent person...and have a pretty identifiable facial expression to match what I am feeling. However, I also wear the "mask of confidence" even when I'm unsure. I need to remember that It is obvious to seasoned teachers when someone is pretending to know something that they clearly don’t know. The teachers at Pico could see through Jaime's mask and called him on it. In my heart I know it is best to admit that I don’t know something, but in reality, it will be hard to share that with those I am supposed to be leading. (SL)

I thought this too was a great connection to last week in what Rick was sharing in his early experience at Senior and LaPorte related to creating a strong relationship with the people in the building before he needed to have a negative interaction. I thought it was excellent to hear about Jaime getting into the classrooms and giving the teachers feedback for improvement, but if you are only giving them feedback for improvement you will soon sound like you don't see any positives in the teaching they are delivering in the classroom. I try to think of the times when I feel best about my teaching experience and how great it would be to have someone notice the changes that are taking place in the classroom. Last week our baseball team beat a rival team in an extra-inning win and our AD shot me an email just thanking me for the work and extra effort I put in to make the program successful. The email probably only took 2 minutes to type, but it was a motivational lift that carried me through the practice that day and for the rest of the week, just someone noticing the successes washes clean many of the trials and tribulations that I have faced throughout the season. The willingness of Jaime to sit down with his staff and discuss and admit his incapacities was phenomenal! This meeting with his staff set a precedent that he would be open and willing to meet and listen to concerns which will help establish a stronger culture in the future. I agree that we probably all know it is the right thing to admit we don't know something, but we hate to feel or look weak when we are in a power position. This chapter was a great reminder of how swallowing your pride and confronting fears can transcend problems. (AB)