Leading by saying no
It’s understood. School administrators must be change leaders, implementing policy and setting direction. That they fulfill this role is the expectation of school boards across the province and of the Ministry of Education. Hopefully, the administrator meets these expectations by working with the the staff and for the staff / school community, rather than imposing change on the staff. Whatever the case, the vice principal – though encouraged to be so – is really not the change leader unless the administrative partnership is truly based on collaboration and teamwork. Often, it’s more a case of the principal setting direction and leading change, and the vice principal supporting the principal’s efforts.
It all sounds fairly straight forward, particularly from the vice principal’s stand-point. It does make me wonder, however, whether or not there is a contingency plan. Does there need to be? What happens when the vision differs between administrators? It can be quite a challenge to support and implement change when your heart’s not in it, and your head wants to go an entirely different way. Perhaps this is among the lessons and skills a vice principal needs in order to eventually become a strong change leader themselves. It is critical that in all things we are true to ourselves. A vice principal must ensure that they support their principal’s goals and direction, while sharing (and making a case for) their own point of view and beliefs. Strong research and solid examples backing this viewpoint will go a long way toward ensuring this perspective is heard. There are times, however, when leaders must learn to trust their gut. When it doesn’t feel right, a strong leader will say no – even and especially if that leader is a vice principal.