How do you assess your principal?

According to Stephen Covey an American Educator “Most people do not listen with
intent to understand, they listen with the intent to reply”. He tends to relay a message for
everyone to socially active for us to achieve a harmonious relationship to start a progressive
nature. Actually we don’t have to always understand each other to keep a friendship because
the most sincere forms of respect is actually listening to what another has to say. Simply
respect others to gather someone’s respect.
As a school teacher for almost a decade I had encountered different person with their
different character but still I can manage to handle them. Especially our superior we have to
build a strong foundation to keep a good interaction. In order to establish a successful
principal and teacher relationship it’s important to begin with the end in mind. The start of a
successful principal and teacher relationship begins with ones expectations. Great
relationships are founded on good communication and trust. When there is a positive
relationship both the principal and teacher have major enthusiasm regarding each student
success. Today is an important day in the history of the principal and teacher relationship.
Schools have been an easy target for budget starved governments. It’s time to be proactive in
working together toward innovative leadership and instruction.
I believed that focusing on any difference of perceptions could give principals added
tools for making their school climate more positive and successful. The resulting data
indicated that there is a profound difference in perception of two important principal
behaviors: Supports teachers with parents and Supports teachers in matters of student
discipline. The implications of this disconnect are troubling. It means that a principal may
work long hours as a motivator and team builder, provide many opportunities for professional
development, have high standards, give teachers opportunities for shared decision-making,
even give praise and acknowledgment, and still contend with teachers who remain
dissatisfied in their jobs and who may consider leaving. Teachers indicated that what they
value even more than praise and acknowledgment is support in matters of discipline, as
represented by two of their top five most important principal behaviors. Perceptions of
Experienced Teachers After seeing such strong results from the original study, I was curious
to know the perceptions of teachers at other career stages.
One key priority for the principal is establishing a sense of confidence in the school
staff. Each principal serves as a role model for teachers who aspire to become principals.
Good relationships are established when there is ongoing concern for the resources that will
help teachers to be successful. The principal should find ways to interact with teachers
throughout a week. It may be convenient to work until the next meeting but addressing issues
as they arise will make staff meetings less cumbersome.

The principal must have the same heart for the children as the teachers. A principal who
teaches a class during the year has a better awareness of the students needs.
 This principal can collaborate with teachers who are providing similar interactions.
For example, a principal who is teaching one of the sections of Algebra I can get ideas from
other teachers. This will foster a greater sense of collaboration.
It’s important to have goals and objectives for the entire school. The principal and
teachers should come together to create goals and share ideas. The summer should not be the
last time that the principal, his staff and teachers meet. Everyone in the school should be
aware of the goals and objectives. There should be some visible ways in which everyone
knows that the school is making progress toward these goals. During regular staff meetings
the goals can be part of the ongoing discussion. Finally, it is important to expect the best for
your school. When the principals and teachers are working together and they have high
expectations for the student great things can be accomplished. The principal and teacher
relationship is a key element of each school’s success. Today students need schools where
they can learn how their knowledge applies in their homes and communities. If you are
interested in your students success start with building a solid principal and teacher
relationship.
The benefits of better leader assessments are many. Stronger assessments can pinpoint
the kind of support and intervention principals need to improve teaching and raise student
achievement. They can also help prevent a supervisor from overlooking substantial school
improvements not yet reflected in test scores. And they can guide broader changes in policy
and practice, such as by realigning principal preparation and licensure to focus on the
competencies that matter most for productive student learning. When used to enhance
performance as well as ensure accountability, assessment of school principals can help them
develop the behaviors and skills to improve learning for all students. And because of them
my teaching experienced is not just a job but a passion.

Here are 4 main qualities that a good leader must possesses. The first is to inspire
trust. You build relationships of trust through both your character and competence and you
also extend trust to others. You show others that you believe in their capacity to live up to
certain expectations, to deliver on promises, and to achieve clarity on key goals. You don’t
inspire trust by micromanaging and second guessing every step people make.
The second is to clarify purpose. Great leaders involve their people in the communication
process to create the goals to be achieved. If people are involved in the process, they
psychologically own it and you create a situation where people are on the same page about
what is really important—mission, vision, values, and goals.
The third is to align systems. This means that you don’t allow there to be conflict between
what you say is important and what you measure. For instance, many times organizations
claim that people are important but in fact the structures and systems, including accounting,
make them an expense or cost center rather than an asset and the most significant resource.
The fourth is the fruit of the other three unleashed talent. When you inspire trust and share a
common purpose with aligned systems, you empower people. Their talent is unleashed so
that their capacity, their intelligence, their creativity, and their resourcefulness is utilized.

I would add that these are based upon principles that build upon each other rather than
techniques or steps that have to be taken independent of each other. These aren’t
“management tricks” but real principles that guide a true leaders character.