Getting Things Done - NAESP
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Principal n May/June 2017 4 NAESP STAFF FROM THE EDITOR “Cities are where hope meets the street.” This is according to Atlanta Mayor Kasim Reed, speaking dur- ing his 2016 TED Talk, “How Are Mayors Better Poised to ‘Get Things Done’?” His message about the strength of what he calls the ascending state of cities is predi- cated on the concept that local governments’ proxim- ity and flexibility are best poised to make real impact on the quality of people’s lives. The Reed administration’s approach to improving the city takes a wide range of measures, from addressing safety and balancing the city’s finances to attending to those elements that can make or break a resident’s quality of life like access to green spaces. As Reed contextualized the mayor’s role in providing supports for “people who are most in need of help,” I couldn’t help but compare it to the principal- ship and how school leaders “get things done.” Schools rival local governments in their capacity to directly impact children and families. Principals routinely make sure that students not only have access to a well-rounded and complete education, but also leverage wrap-around services and other supports they need to thrive. If cities are where hope meets the street, then schools are where fami- lies access opportunities—converting hope into future success. New Jersey principal Emil Carafa has learned to leverage municipal and school leadership; he’s been doubling as an elementary principal and town mayor since 2015. According to Carafa, who is profiled on page 42, “the work I do in the public [as mayor] is an extension of my work at my school.” In addition to the impact on the life chances of students, principals also strengthen the entire educational system and leadership pipeline. As the articles in this issue of Principal magazine demon- strate, principals cultivate positive school cultures that are built on trust, strengthen the principal pipeline by identifying teacher leaders and nurtur- ing assistant principals, and through interdependent relationships with super- intendents, contribute to strong, district leadership. As a final note, I salute the ultimate champion of principal leaders and their ability to “get things done” for the students they serve. While Gail Connelly is retiring after 10 years as NAESP executive director, her lasting impact on the principalship can be encapsulated in one of her guiding principles: “Share leadership, collaborate with others, and create a culture of inclusion.” —Kaylen Tucker, Ph.D. Gail Connelly Executive Director, NAESP Foundation President Ernest J. Mannino Deputy Executive Director, NAESP Foundation CEO PRINCIPAL Kaylen Tucker, Ph.D. Editor-in-Chief [email protected] Edwin Colbert Communications Assistant EDITORIAL ADVISORS Kristin Bishop Plano, Texas Cris Blackstone Alton, New Hampshire Julie Bloss Grove, Oklahoma Brian Bond Corbia, Kentucky Allen Fain Pickens, South Carolina Liz Garden Groton, Massachusetts Jennifer Klipp Greenville, South Carolina Jennifer Nauman Lewes, Delaware Jen Thomas Washington, D.C. Sylvia Zircher Monmouth Junction, New Jersey If you are interested in submitting an article for possible publication in Principal, submission guidelines are available at www.naesp.org/writing. Letters to the editor or general inquiries may be sent to [email protected]. ADVERTISING SALES Fox Associates Inc. 800-440-0231 Fax: 312-644-8718 [email protected] Printed in the USA Design and Production Cover: TS Photography/Getty Images Getting Things Done PAGE 57 “Reflections of a 21st Century Leader” reviews Gail Connelly’s visionary leadership of NAESP.
Transcript of Getting Things Done - NAESP
Principal n May/June 20174
N A E S P S TA F FF R O M T H E E D I T O R
“Cities are where hope meets the street.” This is according to Atlanta Mayor Kasim Reed, speaking dur-ing his 2016 TED Talk, “How Are Mayors Better Poised to ‘Get Things Done’?” His message about the strength of what he calls the ascending state of cities is predi-cated on the concept that local governments’ proxim-ity and flexibility are best poised to make real impact on the quality of people’s lives.
The Reed administration’s approach to improving the city takes a wide range of measures, from addressing safety and balancing the city’s finances to attending to those elements that can make or break a resident’s quality of life like access to green spaces.
As Reed contextualized the mayor’s role in providing supports for “people who are most in need of help,” I couldn’t help but compare it to the principal-ship and how school leaders “get things done.” Schools rival local governments in their capacity to directly impact children and families. Principals routinely make sure that students not only have access to a well-rounded and complete education, but also leverage wrap-around services and other supports they need to thrive. If cities are where hope meets the street, then schools are where fami-lies access opportunities—converting hope into future success.
New Jersey principal Emil Carafa has learned to leverage municipal and school leadership; he’s been doubling as an elementary principal and town mayor since 2015. According to Carafa, who is profiled on page 42, “the work I do in the public [as mayor] is an extension of my work at my school.”
In addition to the impact on the life chances of students, principals also strengthen the entire educational system and leadership pipeline. As the articles in this issue of Principal magazine demon-strate, principals cultivate positive school cultures that are built on trust, strengthen the principal pipeline by identifying teacher leaders and nurtur-
ing assistant principals, and through interdependent relationships with super-intendents, contribute to strong, district leadership.
As a final note, I salute the ultimate champion of principal leaders and their ability to “get things done” for the students they serve. While Gail Connelly is retiring after 10 years as NAESP executive director, her lasting impact on the principalship can be encapsulated in one of her guiding principles: “Share leadership, collaborate with others, and create a culture of inclusion.”
—Kaylen Tucker, Ph.D.
Gail ConnellyExecutive Director,
NAESP Foundation President
Ernest J. ManninoDeputy Executive Director,
NAESP Foundation CEO
P R I N C I PA LKaylen Tucker, Ph.D.
Edwin ColbertCommunications Assistant
E D I T O R I A L A D V I S O R SKristin Bishop Plano, Texas
Cris Blackstone Alton, New Hampshire
Julie Bloss Grove, Oklahoma
Brian Bond Corbia, Kentucky
Allen Fain Pickens, South Carolina
Liz Garden Groton, Massachusetts
Jennifer Klipp Greenville, South Carolina
Jennifer Nauman Lewes, Delaware
Jen Thomas Washington, D.C.
Sylvia Zircher Monmouth Junction, New Jersey
If you are interested in submitting an article for possible publication in Principal, submission guidelines are available at www.naesp.org/writing. Letters to the editor or general inquiries may be sent to [email protected].
A D V E RT I S I N G S A L E SFox Associates Inc.
800-440-0231Fax: 312-644-8718
Printed in the USA
Design and Production
Cover: TS Photography/Getty Images
Getting Things Done
PAGE 57“Reflections of a 21st Century Leader” reviews Gail Connelly’s visionary leadership of NAESP.
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