the idea is merely that these people
be available and helpful. Other school
administrators might be in this group;
they’d certainly understand and empathize. There are advantages, though, to
looking to people with different backgrounds and training. I routinely talk
about my challenges to an architect,
an attorney, and a human resources
manager, for example, along with a
friend who is also a principal. They each
see things a bit differently than I do,
and their perspectives help me craft my
Third, recommend a chicken salad
plate instead of something hot. We find
ourselves in win-lose clashes when the
positions are staked out and people are
entrenched. The key to solving this sort
of dilemma is to avoid it. It’s always
beneficial to anticipate what will cause
people to get upset and to work to
change the situation, or at least to talk
about it before positions are hardened.
Recently, for example, we had a difficult
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proven PATH a
CENTRAL OFFICE POSITION. to a
situation dealing with food allergies at
my school. Finding the right solution
took longer than we expected, but part
of that was because we kept discussing
it and involving more people in the conversation. Working to make everyone
part of the solution—raising trial balloons, incorporating input, and letting
people know they were heard—helped
us avoid a situation that was too hot to
handle. Had we crafted a policy without
taking all this time to talk about it, we
might have created unnecessary anger
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that would have been difficult to work
Just as the waitress’s arm wrap
anticipates and protects against the heat,
planning for challenges is the best
“The knowledge and skills
acquired at Seton Hall and the
network of cohort colleagues
were essential elements to my
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protection of all. Good leaders don’t
avoid heat—they can’t. But they can
look ahead and prepare for it, reducing
the likelihood that they’ll get burned. ;L
Jason E. Glass, Ed.D.’ 11
Iowa’s State Director
(Commissioner) of Education