THE WOMEN SUPERINTENDENCY CHALLENGES OPPORTUNITIES Dr. Patricia Watkins Dr. Nancie Lightner March 27, 200

1. THE WOMEN SUPERINTENDENCYCHALLENGES & OPPORTUNITIES Dr. Patricia Watkins Dr. Nancie Lightner March 27, 2009

2. Virginia Statistics 133 Division Superintendents 34 Females (approximately 25%)

3. Progress? 50% of students in educational administration programs are women (Miller, 1986) Approximately 15% of superintendents are women (Glass, 2006) This represents a ten percentage point gain in the past twenty years Approximately 75% of teachers are women 5% of superintendents are people of color Some black female superintendents experience their gender as more of a barrier than their race. (Ed Week, 2006)

4. Typical Career Paths Male Female Teacher (coach) Teacher Assistant Principal Elementary Asst Principal Principal Elem/MS Principal Asst Supt. Superintendent Director Superintendent Asst. Superintendent Acting Superintendent Superintendent

5. Getting There The Match Critical between person and district and vice versa Overall quality of life � one of the deciding factors Professional and personal considerations are part of the decision Out-of-state candidates may experience some difficulties in securing a superintendency Physical appearance Check out district information via the Internet, local publications, and/or through a professional network.

6. Getting There The Right Paperwork Cover letter, resume�, references, and required district application material Online submission Authentic and honest References should have firsthand knowledge of applicant�s leadership qualities Proper paperwork gets you in the door Correct titles, names, and addresses Thank you!

7. Getting There The Search Process Search consultants are the gatekeepers of the search and selection process Several formats Gender and age bias may factor into a school district�s decision School boards are ultimately responsible for hiring a superintendent Internal candidates experience mixed results

8. Getting There Barriers to Obtaining the Position Mixed indications of gender as a barrier Queen Bee syndrome = Good-old-boys network as a barrier Past negative transgressions of former superintendent may provide a barrier Sometimes personal privacy and confidentiality in a search process are breached School boards sometimes hire like people as superintendents Neutralize barriers by strong, positive connections to powerful and influential people Fit helps overcome barriers

9. Getting There Mentoring Mentor and prot�g� should have similar values Select a mentor who will help you achieve your goals Mentoring is a time commitment Find multiple mentors for diverse purposes Is your mentor ready to let go when you are ready to become more independent? Potential mentors might be charismatic and initially welcoming but have little follow-through

10. Getting There Networking Two keys to networking � establishing them and maintaining them Opportunities include national conferences, state organizations, civic activities, and combinations of personal and professional growth...yoga classes, book clubs, and/or religious, spiritual, or social justice groups Networks should be broad and not all single gender, race, or purpose Find or create a network yourself Be a role model for others....pay it forward

11. Getting There Superintendent Contract Negotiations Do your homework Don�t just accept what is offered Know your bottom line Get advice For every move, there is a countermove Seek a collaborative process There is an emotional and rational side to negotiations...the end will be a combination of the two

12. Staying There Designing and Leading Your Vision and Entry Plan Very clear vision Ability to articulate to all stakeholders Decisions are aligned with vision Always ethical decisions Clear, specific entry plan

13. Staying There Navigating the Politics and the Law Get to know stakeholders before making changes Find district and community historians Don�t believe everything you hear Use networks to connect with local, state and national political leaders Build strong allies Have a knowledgeable advocate Be a player, not a victim

14. Staying There Knowing the Budget Basics Know the basics so you are not totally dependent upon your business official Remember almost all decisions are financial The budget is nothing more than a blueprint Check all forms of aid for funding- know about available grants etc. Admit what you don�t know

15. Staying There Enhancing Boardsmanship Keep board president informed Involve all board in training about vision/strategic plan Clarify board and superintendent roles Engage in collaborative communication

16. Staying There Enhancing Boardsmanship The board may be involved in annual review and setting goals annual evaluations policy review and development review and approval of fiscal activity appointment, review, tenure and termination of personnel annual review, development and approval of five-year plans receipt of reports orientation of new board members

17. Staying There Working with the Media and Public Relations Decide if you�ll take a high or low profile Determine the district spokesperson Call back immediately Help reporters learn about education and your district Find different media outlets Be respectful and sensitive to cultural, ethnic, racial, and gender factors when dealing with the media

18. Staying There Honing Decision-Making Skills Seek help from mentors Establish a professional habit to ask questions for learning and clarification purposes Forge relationships within your own constituency Project ramifications for all stakeholders Is it good for students? should be the main thrust for decisions Admit mistakes, apologize if necessary, get necessary data to revise decision Help others problem solve to make better decisions and not get stuck

19. Staying There Trusting Your Intuition A first step is determining whom to trust Superintendents should ask questions and seek support knowing this is not a sign of weakness Know the needs and wants of your constituency will come with time, patience and success With confidence and an attitude of I expect to be good, trusting your intuition becomes an easier task to manage Successful superintendents regularly engage in reflective practice

20. Staying There Crafting Superintendent Evaluations Keep close tabs on the fit and check with a variety of stakeholders to make sure this is in tact Align your evaluation with goals that are congruent with your vision Communicate frequently with the board and all stakeholders Keep documentation and copies of written evaluations for future use

21. Staying There Developing Presence- Superintendents have A positive outlook Strong sense of self Control of the emotions and temperance Excellent communication skills Awareness Appearance Tolerance and a strong sense of social justice Self-motivation with regard to goal setting A sense of humor Humility �what�s missing?

22. Staying There Staying Current www.superintendentofschools.com AASA NYSCOSS Online and oldie-but -goodie resources

23. Staying There Achieving Personal Balance The match, testing the waters Going home Setting dates and appointments with family/friends/colleagues Take time for just YOU

24. Opportunities Broad Urban Superintendent Academy - One Year - Non-Traditional Preparation � Business model - Rigorous Selection - Rigorous Preparation - Three Superintendents in Virginia - Dr. Tim Jenney, Virginia Beach City - Dr. Yvonne Brandon, Richmond City - Dr. Patricia Watkins, Prince Edward - All expenses paid

25. Harvard Urban Superintendent Program Doctoral Program Two Years Rigorous Preparation Expenses paid by students - Dr. Wayne Harris, former Superintendent of Roanoke - Dr. Deborah Jewel, former Superintendent of Richmond City - Dr. Arlene Ackerman, former Superintendent of Washington, D.C.

26. University of Columbia Superintendent Two Years Rigorous Preparation Expenses paid by students Summer Program

27. The Urban Superintendents Program - A Different Approach to Leadership To prepare the next generation of urban school leaders To increase the presence of well-qualified women and people of color to the leadership pools for America�s schools To make it harder for the existing network to reject new �non-traditional� aspirants to the urban superintendency To create a new network of support and mentoring To share lessons learned and mistakes made with others interested in creating high quality leadership programs

28. Mission Making good teaching happen for every child, every day, in every classroom, is the single most important means by which public schools can deliver on their promise to enable all children to learn and achieve at high levels.

29. Thank you to Suzanne L. Gilmour, Ph.D.Executive Director, New York State Association Women in AdministrationandDr. Robert Peterkin of Harvard Graduate Schoolforproviding information included herein.