Additional Professional Experience

For my second professional experience I chose to interview and observe Dr.

Francine Stewart, as she was the assistant principal at my first permanent teaching
assignment. Dr. Stewart is currently the principal at Marshall Elementary School in
Seaside, CA. She has always been available to speak with me or provide needed advice
over the past four years. There were many leaders I could have chosen to interview;
however, Dr. Stewart is someone that is extremely down to earth, yet passionate about
education and her students. She is a tireless leader who could certainly take a position in
a better paying district with greater resources; yet, she chooses to remain in the Monterey
Peninsula Unified School District where excellent leaders are desperately needed.
Reflecting on my interview experience, it is very apparent to me that Dr. Stewart
is the epitome of a true leader in the field of education. During our interview I initially
felt that I was extracting fantastic information, but did not feel that I was able to pin her
down on the distinction between management and leadership; however, without
specifically stating it, she clearly articulated through various examples that she manages
through her leadership. Dr. Stewart told me that she uses finesse to manage conflict in
her school. Her explanation of finesse is that when a leader is confronted with a conflict,
they need to find a benefit for all, whether real or perceived. She went onto explain that
in order to accomplish certain projects that may be opposed by some, she identifies or
anticipates the problems before they arise, then has a plan in place to navigate the issue
when it occurs. Accomplishing a project translates to the realization of her vision. She
never used the term vision, but it was clear she has a vision and a plan to accomplish her
goals. This strategy is in line with concept of strategic management in that she is
anticipating potential issues and utilizing her leadership to properly deal with the
conflicts or needs within the organization. These needs can be internal or external, but in
either case, they can hinder the attainment of a goal or vision if not appropriately dealt
with.
A common issue in her district, and one of the factors for my departure, is the
extremely low pay. Teachers in M.P.U.S.D. take home 35% less than all neighboring
districts. It is difficult to subsist on their salary and this can have a direct effect on morale
and motivation. Motivating employees who are underpaid is a topic that intrigues me,
and this issue was posed to Dr. Stewart. Her response was that she doesnt try to deny it,
avoid it, or downplay it. She told me she openly acknowledges it and tells her staff, we
have no money, let it go, and lets make a difference. Beyond that, she said she builds
personal relationships and values her staff. Her genuine concern and appreciation for her
staff was evident as we spoke. She said it is the little things that make a difference and
it is imperative to a leaders success that they establish relationships, talk to their staff, and
be a people person. Clearly, an effective leader must be respected, but without
interpersonal skills and the ability to make your staff feel valued, a leader will not be
reach their full potential. Leaders cannot make a difference without having a staff that
wants to go to battle with them. Leaders need willing followers and this was something
that has allowed Dr. Stewart to be an effective leader, as well as a competent manager.
Perception was a term used regularly during the interview and changing
perception was a strategy that she relies on with employees, parents, and members of the
community. Schools within her district are perceived to be low performing, are believed
to have behavior issues, and are thought of as inferior to schools in neighboring districts.
Dr. Stewart reiterated frequently that whether the perception was valid or not, the first
step in moving in a positive, sustainable direction, was to change the perception for all
stakeholders. Dr. Stewart has been able to transform her schools by communicating a
vision, creating teams that maximize their talents, and changing perception to create
paradigm shifts for all stakeholders.
This interview was extremely refreshing and intertwined with the
transformational concepts that we have been studying and examining for the past 10
months. The schools that Dr. Stewart has led or is leading, serve mostly at-risk and under
served students. Despite all of the challenges her students and teachers face, she is
utilizing authentic, collaborative approaches to achieve her vision. As I reflect on my
leadership style and educational vision, it is apparent to me that I am on the right track,
but will need to hone my skills in order to achieve my goals. Creating an environment
that is safe, caring, and encourages honest communication, is a concept that is working
for Dr. Stewart and certainly left an impression on me. To read about these concepts is
one thing, but to see it in action is another.