Transforming School Climate Through Leadership

At Mesquite Elementary School, student performance was at an all-time low. The same situation can be said for the staff and teachers as they shared their frustration. They knew they had the worst academic achievement in the district but had no idea how to fix it. There were a lot of discussions on management issues as well as complaints about students’ lack of progress. The teachers wanted to make a difference, but they were all burned out.

This is what the new principal had to face when she entered the school. The toxic school culture where staff didn’t work together to solve problems needed to be fixed. She was committed to student success but was overwhelmed by day-to-day challenges. 

Existing mission statements developed by the previous administration were posted throughout the school but had little meaning to her and the staff. 

Without a long-term plan—without a vision— many times staff are lost in how to achieve results. Transformation begins with you as the school leader. There are two basic concepts a leader must know, regardless of the wording of your mission and vision. 

Why does your school exist (mission)?

What will it look like when you accomplish your goals (vision)?

Mission and vision provide clarity and direction for a school leader and the staff. A cloudy statement can lead to conflicts, confusion, and difficulty in identifying priorities. As the school leader, what you say and do reflects your viewpoints. If you have clarity, it is easier to carry out the school’s mission and vision. 

Sharing the same message to your students and staff can inspire confidence. This can help in establishing your position as an effective and accountable leader. It gives the impression that they can rely on you regardless of the circumstances.

As mentioned in previous blogs, relationships are key. It is important to communicate positively with your teachers and staff. As you move forward, it is essential to build and rebuild relationships with staff. If you want to successfully implement the mission and vision, you need them to buy in.

One way you can build trust with the staff is if you can connect with them. Check in with them by asking about family updates, special activities, or meaningful moments in their lives. It means going to teacher safety zones – meeting teachers on their turf, in classrooms and staff rooms. 

It requires leaders to listen, listen, and listen again – staff will feel valued when you are listening. As staff members begin to trust you, empower teachers with meaningful responsibilities. It is important to cultivate a school climate that promotes collaboration, trust, and positive connections.

In his book, What Great Principals do Differently, Todd Whitaker shares, “Great principals never forget that it is people, not programs, that determine the quality of a school.” 

Leaders need to intentionally create opportunities for connection throughout the year with meaningful conversations that encourage and develop their people. Be someone who can manage anxiety by demonstrating a sense of calm and support. Keep everyone informed about what is going on at the school. Communicate important changes and explain why they need to happen. Model the behavior you want to see by showing how to be kind and caring. 

How do you connect and communicate with staff and students in your school?

There are a variety of school cultures and core values/beliefs that contribute to a school’s performance. In a strong school culture, there are many overlapping and cohesive interactions with staff members. In a weak culture, interactions are sparse, and it does not give an opportunity for staff to fit in and grow as a community. How the organization interacts and works together to achieve its mission and goals impacts results. 

The new principal at Mesquite Elementary was committed to student success and began to implement focused strategies to change the school climate. She became clear on her mission and vision for the school. 

The following summer, she worked with the staff to develop a group mission statement and core values. They created a vision for what they wanted from their school. As a result, in the next two years, the principal began to implement the transformational data practices we identified, and it impacted their achievement outcomes. 

The principal provided the leadership necessary for teachers to change their behavior. By focusing on strategies to make an impact, they were able to achieve results. The school was no longer the bottom school in the district. More importantly, the staff enjoyed working together to help students achieve success. 

Motivating and leading a school to success is an effort that lasts throughout the year, and it is time well spent. Investing in people is always an important step forward. When people feel valued, they work harder, stay the course, and follow your lead. Taking time and investing in the lives of your students and staff is a key building block for success. By promoting the values of vision, buy-in, empowerment, and results, a legacy of positive change is established.

If you are interested in more information or would like assistance analyzing your data and identifying leadership strategies to transform your school climate, request a FREE consultation call. Fill in the Contact Form: 

https://debradurma.com/contact-us Type in "Request a FREE Consultation" in the "Additional Questions or Information Needed" box. You will receive a follow-up email with the next step to schedule a phone call to discuss your needs and questions.