Transfer Theory / Superintendent Interview
The transfer theory is the act of transitioning from or transferring learning skills from one mindset to another (principal to superintendent). It is the process of being able to take a problem and work through it by using the skills from past experiences or jobs and solving the problem systematically, proactively, and in a timely manner. Transfer theory also would involve recognizing what methods of problem solving worked previously and which techniques did not work. By recognizing good strategies versus bad strategies, this would enable one to make better decisions in that new leadership role. This would also assist one in making more confident decisions, which maybe prior experiences made you more aware of what to do and not to do this time around.
Take for instance, a principal was trying to decide what to do with two teachers who disagreed on an activity used for team teaching. The principal encouraged the two teachers to each create a list of advantages and disadvantages of this method, upon completing that list the two were told to work out the difference by utilizing each list and make a decision. Once that was completed the two compared lists and a decision was not made, because each thought their list was better. Therefore, as the principal I would apply the transfer theory and recognize that maybe the list of advantages and disadvantages was a good part of the plan. However, next time I should mediate, or the department chair should mediate and provide a solution. This would be a good example of transfer theory, because you have to take what you learned and apply the good ideas versus the bad ideas and make sure you did not repeat this mistake in decisions making on instances similar to this scenario.
The transfer theory is a large part of leadership experience. Being able to take what you learn from leadership role to the next level of leadership role is hands on experience that is priceless, for lack of a better term. The more confident you are in decision making and applying knowledge from experiences the better off you are at making sound decisions with fewer mistakes each time you experiences bumps in the road, or needs for change.
Superintendent Interview-
The interview with the CO leader went very well. There are many points made in that interview that really shed some light on the way this leader foresees the mission and vision for this school district. He mentioned many times in the interview that leaders should always make sure that they praise and recognize those who are not only directly involved with students, but also those that work in the trenches to make the school day smooth and safe. Safety was something he also mentioned frequently. Safety is a must every day, was his direct quote. I could go on and on with my overall details and methods to his madness. The interview was great experience, and I appreciate the fact that he was willing to share as well as he believes that everyone should know what is going on.
There were so many of the questions from the interview that I thought were important, so picking 5 was really challenging. The first topic or questions I would like to elaborate on is, what qualities must a superintendent possess? As honestly as he could answer the first trait he mentioned was honesty and integrity. He commented that building trust with all stakeholders was a necessity. He continued by saying that the superintendent must be knowledgeable about all aspects of the school environment. He concluded with these traits, a good listener, a good planner, and a timely person.
He defined leadership very simply by saying you must “walk the walk”, do what you say you are going to do and model the behavior you want displayed.
In our district getting everyone back to a shared vision has and is still an ongoing task. In the interview Mr. Pena shared that having a vision that is clear, concise and understood is essential. He mentioned that developing a vision is not just putting the “right” buzz words on paper. It must give a clear message to all stakeholders where the district is going and what they want to accomplish.
Question 7 addressed communication among community, school personnel, parents and all others involved in the education process. Mr. Pena stated that this was a very important issue for him. He feels like communication will all is the best way to set the tone, expectations, as well as getting ideas and support from others. With lack of communication, you do not get everyone involved properly and the district could have real issues getting support from the community in every aspect. Everyone has to be valued, respected and heard.
Lastly, Mr. Pena talked about the relationship with the board addressed in question 8. He shared that building relationships of trust, honesty and being real with them will make the relationship strong and successful. He emphasized that the board has to be on the same page with you or the district will surely fail. He stated over and over that honesty and being open were a must.
