As the clock ticks down on a Friday afternoon, the school buzzes with that familiar blend of exhaustion and excitement. The leadership team gathers in the principal’s office, a weekly ritual to tie up loose ends and strategize for the week ahead. With a few assistant principals in the mix, it’s always a pleasure for me to mentor them, watching them apply their learning and uncover new insights along the way.
On this particular day, a hot debate sparked among the team: should they promote an aspiring coach to an assistant principal position? The anticipation of the upcoming opening had everyone buzzing. Each side presented compelling arguments, and after a half-hour of spirited discussion, they turned to me for my thoughts.
I was flattered that they valued my input. I had built good relationships with everyone in the room, and it was clear they were eager for my perspective. Leadership discussions are my jam, so I was more than happy to dive in. I paused, letting the moment hang, before asking, “What do you need this position to be and do?” Surprisingly, this fundamental question hadn’t surfaced during their debate.
Reflecting on that moment, I couldn’t help but recall my own missteps in hiring for leadership roles. Over the past year, many clients have echoed this same concern, so I wanted to share my insights on finding the right second-in-command. After all, while it’s easy to hire for leadership roles, it’s much harder to navigate the fallout of a bad hire.
My first assistant principal hire was a bold political move: I appointed the union representative during my first year on the job. I thought it would help foster better relationships with the staff, and to be honest, I was keen to avoid the backlash that often comes with union negotiations. Spoiler alert: it didn’t go as planned.
Within a month, I realized I had made a critical error. I was still under the illusion that principals and assistant principals should share responsibilities equally. That fantasy quickly crumbled—more on that in another post! The truth is, the AP role must be able to handle student discipline effectively, especially in a turnaround school like mine. The AP I hired was older and not the most mobile, which meant I often had to step in. Plus, she lived in Pennsylvania and commuted to New York City, clocking in two hours each way. If that’s not a red flag, I don’t know what is! She would bolt out the door as soon as the bell rang, leaving no time for vital debriefs. Ultimately, she lacked the tenacity to address underperforming teachers, leaving me to do the heavy lifting.
Fortunately, she retired after two years, sparing me the headache of firing her. If I had defined the position more clearly from the start, it would have been evident she wasn’t the right fit. So, here are some key steps to consider when filling any leadership position:
1. Clarify the Job Description: Have you or your team write down the responsibilities and the expectations for the anticipated assistant principal role. Clarity is key!
2. Design an AP Role to Support You: Shift two-thirds of the responsibilities to the AP role. This isn’t about giving you free time to lounge around but about enabling you to focus on effective school leadership. Prioritize tasks that keep you from visiting classrooms.
3. Gather Staff Feedback: Involve your team in discussing what the school needs, especially your teacher union representative. Their support is crucial for the success of your AP.
4. Expect Imperfection: A perfect candidate is a myth. As you assess applicants, consider the support they’ll need to succeed—and whether you can provide it. Don’t assume they’ll “figure it out.” You don’t have time to teach them the ropes while managing your own responsibilities.
5. Stay Flexible with Roles: Roles can be adjusted as long as you maintain that two-thirds balance. For instance, Attendance Committee and Child Study Team member roles can be swapped based on experience and priorities.
6. Avoid Hiring Friends or Clones: Hiring someone who is just like you or a close friend can lead to complacency. You need someone who can challenge you and vice versa. The AP role isn’t for the faint-hearted, and you’ll need to navigate tough conversations without jeopardizing personal relationships.
In conclusion, it’s crucial to have a clear understanding of the responsibilities and the kind of person that can fulfill them. What vision does your candidate have for instruction? How experienced are they in coaching adults? Are your teachers open to feedback?
Take your time and be deliberate in your selection process. A struggling assistant principal can increase your workload significantly, ultimately diverting your focus from achieving your school’s vision. Remember, the goal of hiring an AP is to lighten your load, not add to it!