During an executive session with the school board, the superintendent announces the retirement of the high school principal. After absorbing the impact of the announcement and directing a letter of appreciation to the principal for her 15 years of loyal service to the school, the board members discuss with the superintendent the process options for finding a replacement. Potential search consultants are discussed and during open session the board directs the superintendent to contract with the Vermont School Boards Association to lead the search.
The superintendent advises the board that it is very difficult to attract and keep highly skilled school principals, and it is likely that their search will yield no more than 10-12 qualified candidates. The national shortage of school administrators is discussed by the group. One board member asks what the district could do to support a new principal. The usual suspects (salary, benefits, and support from the superintendent) are discussed. A suggestion is made to ask the retiring principal for input on this topic. The board chair and superintendent volunteer to invite the principal to lunch to hear her suggestions in this regard.
During the next board meeting, the chair reports on the suggestions from the principal. Her ideas include the hiring of a professional mentor for the new principal for the first year of service. After a thorough discussion of the topic, the board agrees to budget $5,000 in the professional development budget line to purchase these services for the new principal.
If you were at the board table, what questions might you have asked about this topic?
What other suggestions would you guess the retiring principal might have listed?
Why would a highly qualified, experienced, newly appointed principal need a mentor?
Why shouldn't the superintendent or a principal in the district mentor the new leader?
Beyond the salary and benefits, what other support might a school board offer to a newly hired principal?