From the AWSP Executive Director

Chief COVID Officer

Once again we’ve taken “other duties assigned” to a whole new level as the system continues to pile the principal plate even higher. If we were worried about keeping our great leaders in their roles before, I’m even more concerned now. Completely new definitions of “principaling” have been thrown into the mix. Don’t believe me? Go ask a principal. In the first few weeks of school, I’ve had countless conversations with principals. And, with each interaction the theme remains the same: “Scott, it is wonderful to have kids back, but I’m barely surviving.” Ask a principal to describe their “leadership” right now and you’ll hear a common response. “Who has time for leadership? I’m just managing COVID.” In fact, many of them would just describe themselves as the “Chief COVID Officer.” What does a principal/Chief COVID Officer do right now in our schools? Well, besides all the normal responsibilities of starting a year, like master schedules, kick-off events, orientation activities, managing student behavior, leading culture, welcoming students and families, etc., the new exciting duties (many carried over from last year) include the TSA attestation procedures as students arrive, covering classrooms thanks to massive staffing shortages, and, of course, hours and hours of contact tracing. Yes, I just said that. But the list doesn’t end there. There’s an entire additional layer and burden placed on our principals and assistant principals: the burden of standing in the divide of opposing views. Historically, schools have most often managed to stay out of the fray of societal unrest, but not anymore. Masks, vaccine mandates, CRT, and sex education curriculum have brought conflict to the doors of our schools and the laps of our principals. As if principaling wasn’t already enough of a challenge.

So, what are our leaders doing to handle all of these challenges? Well, they are doing what they’ve always done. They get up each morning and fight to create the best school experience possible for their students, staffulty, and school community. They cast aside their own health and safety, personal beliefs on controversial issues, and any semblance of work-life balance. They sacrifice themselves for those they serve. They truly model the definition of unconditional love. They stand in the divide between opposing viewpoints. They work to unify and bring everyone around a common purpose while tirelessly striving to create an incredible school. I’ve always said it and will continue to champion that the role of the school principal (and assistant principal) is the most important job in the system. And, although I’ve just described why principaling is also the most challenging job in the system, I’d still argue it is the most rewarding. Despite dark circles under their eyes and weary faces on the many Zooms I’ve had with school leaders, I unilaterally see beaming smiles when they start talking about kids exiting the buses, filling the hallways, and interacting in the classrooms. There is nothing more rewarding than knowing that great school leadership creates hope for so many. And, hope is exactly what the entire system needs right now and as we continue to move through the coming years.