To improve the quality of the school faculty

For student achievement

The job of the principal

To assign them to best-fit roles

Advertise job openings while determining vacancies

Identify vacancies early by sending out intent surveys to current personnel

Conduct follow-up conversations with personnel to retain high performers or push for early notification of separation

Once a vacancy is identified, hire quickly to capitalize on when the candidate pool is strongest

Knows each teacher’s individual strengths and weaknesses

Encourages faculty and staff to voluntarily share their strengths and weaknesses

Shows faculty and staff how to use their strengths to make an impact

Evaluates the faculty as a whole and provides professional development and training in areas where broader improvement is needed

Know the specific responsibilities of each individual position

Use data and observation tools to pinpoint strengths of faculty and staff members

Know the performance expectations of each faculty and staff member’s position

Excuse faculty and staff members from professional training if they are retiring soon

Students

Local business and community members

State leaders

Faculty and staff

Beginning of the school year

End of the school year

Middle of the school year

Regularly

Capital outlay

Supplies and materials

Contracted services

All of the above

It cannot be adjusted

It should be adjusted as needed

Funds cannot be moved from one account to another

Funds must be spent accordingly

Norms, goals, and values

Interpersonal relationships

Teaching and learning practices

Organizational structures

Call in the police if weapons are involved

Involve the parents

I have no clue

It depends on the age and developmental level of the student as to how I would handle the situation

Principals should ensure that they respond thoughtfully, appropriately, and expediently when issues related to climate do arise

Principals require valid, useful, and timely measures of school climate to focus improvement efforts

Principals must actively work to establish and maintain stakeholders’ trust in the school organization’s ability to keep them safe and secure and address their individual needs, as well as stakeholders’ confidence in the Principal themselves  to effectively steer the school organization in this purpose

Adult considerations take priority over student considerations

Open communication

Academic rigor

Alignment of vision and goals

Leveraging of strengths

Parent-Teacher Conferences

Leadership and oversight

Sustained duration

Focus on students

Priority, planning, and proactive + persistent communication

Positive communication style, personalization, and practical ideas

Program monitoring, process, and productive touchpoints

Collective efficacy, culture, and climate

Leverage staff strengths

Rectify weaknesses

Cultivate the talent of the staff within and beyond the scope of their assigned roles

Get rid of bad teachers

Talent

Multiple data measures

Observation tools

Performance assessments and rubrics

Stay in tune with the strengths, needs, and concerns of groups of employees within specific roles and of the larger workforce

Let employees know what is expected of them as they receive feedback, praise, and criticism of their work, relative to strengths and shortfalls in their performance or conduct

Facilitate the district professional development supports to guide career advancement and basing personnel decisions on aggregated data

Recognize, celebrate, and reward good employees and identify and coach employees who are having trouble