LEADERSHIP COACHING: RETAINING EXCELLENCE

Last week my blog post on hiring for excellence resulted in quite a few responses from readers. Most whom I spoke to wanted more information on the hiring process and to better understand how they could improve their current practices in order to improve their overall culture of their schools. However, one principal made the following comment to me, “I feel like we do a good job of hiring Jimmy, but we just can’t get them to stay because of our pay grade. It’s frustrating when after a year or two they leave. I just wish we could pay them more so they would stay.” His comment made me pause and I hesitated to say anything, but those of you who know me know I just couldn’t stop myself. “Maybe pay has nothing to do with it,” I said. “Maybe they are leaving for another reason. Is that possible? Even if, lets’ say for a moment, that is the reason. Then the next question I would have for you is what are you going to do about it?”

After my first twelve years into my role as principal that is where I found myself. Trying to figure out why we couldn’t retain staff.  It can be frustrating and we can quickly fall into the trap of looking for external reasons of why people leave. Some departures are beyond our control – family/personal reasons, a spousal transfer, desire to be closer to home and yes, even money can be a factor. However, could other factors come into play during the on-boarding process that we choose to ignore or maybe, don’t even see? Regardless, we must reflect on our own practices and determine whether or not there is more that we can do, and the answer to that questions is almost always yes!  In my blog post last week I posed this question – “What systems have we put in place to ensure that our new hires continue to improve once we bring them on board?  If a new hire is the flower, then growing and developing new hires is the soil, sunlight and water. People need to be taken care of, fed, and nurtured.

If you have reached a point where you are not sure what to do, it’s okay? Been there. By the way, what was the class you took in “principal” school that taught you how to hire and retain staff? My guess is it didn’t exist and you’ve been trying to find a better way of improving your practices ever since.

Each week I share out 1 Reflection, 2 Ideas, and 1 Resource for you to consider that I hope will encourage you to explore new and better practices in your daily work. My aspirations are to support you and others in developing your skills and shifting your thinking so you will invest in your own development and maybe, just maybe I can inspire you to want to live your excellence so you can bring your best self to school every day!

Live your excellence…

Jimmy

 RETAINING EXCELLENCE: 121

1 REFLECTION

We have a responsibility to make sure that we have put processes and practices into place to invest in our new hires, but we cannot forget to make sure that we re-invest in our veteran staff as well.

2 IDEAS

Clarity of expectations with staff are critical, but they are even more critical with new staff during the offer-to-hire phase. All staff, before accepting a position, should have a clear understanding of what is expected of them before accepting a new position. It’s not only fair, but best practice calls for roles, responsibilities, and job descriptions to be reviewed before, not after, a candidate is offered a position. If not, this can quickly become a point of contention after the fact, creating potential issues and negative undercurrents within your culture. One expectation to consider sharing with all new hires before an offer is made is your intention to have them meet with you (principal, HR or immediate supervisor) on a monthly basis in a formal meeting in order to gauge their continued need for support throughout the school year. Taking time to communicate and intentionally meet with staff in order to build a stronger relationship is one of the greatest gifts we can give to others – the gift of our personal time. New staff especially, needs this one on one time with you and you in turn, need it with them to ensure as I shared above, that they feel cared for, fed and nurtured. This is just one way among a full menu of ways that will provide a long-term investment for both you and your staff. I have provided you with a list of questions in the resource section below that you can use with new (and veteran) teachers alike during the on-boarding process that you may find helpful.

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In Culturize, I shared how I always wanted to do something special for our staff members beyond the typical social gathering, personal note, and appreciation week gift, etc. So one Saturday, I took the afternoon and made eleven phone calls to the parents of my staff and when I was done, I kicked myself for not having done this in past years. I cannot even begin to describe the emotion, pride, and joy both the parents and I felt during our conversations. What I thought would be a short hello, thank you, and good-bye, turned into a discussion where I learned even more about my teachers in one afternoon than I had during the course of the interview and on-boarding process. I must admit I enjoyed the initial hesitation I could hear in their voices (I’m sure they were wondering, “Why is the principal calling me?”) That hesitation faded quickly when I told them how fortunate our school was to have their grown children teach our students. I was overcome by tears as I listened to these parents get emotional over the phone upon hearing my comments on the impact their children were having on our students and how it was directly attributed to the way in which they had raised them. It was truly one of the greatest feelings I had ever felt as a principal, surpassed only by the feeling of watching students experience a sense of accomplishment after years of struggling to feel good about themselves.

“This is the most wonderful phone call I have ever received.”

“I can’t believe I got a call from my daughter’s principal. You are so thoughtful. Thank you!”

“Our son has told us many great things about your team and he is so happy to be at your school!

“I am just blown away! God bless you!”

There will always be reasons beyond our control why staff leave our school, but we should never be so dismissive to assume those things beyond our control are always the reason. There is the old adage that people don’t leave their jobs, they leave their bosses.  Well, let’s be sure we are doing everything possible to make sure we aren’t the reason why they leave. And remember this, the next time a staff member tells you that they have an opportunity to leave for more money, but they’ve decided to turn it down because they cannot imagine working anywhere else, then you will know you have answered my question, “What are you doing about it?”

Lots apparently!

Keep believing, keep inspiring, and keep doing!

 1 RESOURCE

List of On-Boarding Questions for staff.

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