From the AWSP Executive Director
Chief COVID Officer
The Current Reality of Principaling
Dr. Scott Seaman
Executive Director, AWSP
Evaluation Criteria: Creating a Culture, Ensuring School Safety, Planning with Data, Aligning Curriculum, Improving Instruction, Managing Resources, Engaging Families, Closing the Gap
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.
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.
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.
We also need to make sure these truly outstanding heroes remain in their schools. We need to make sure ESSER funds are reaching the immediate needs of the schools. We need to make sure principals are valued, supported, encouraged and nurtured to remain steadfast in their roles. It’s no secret what they are facing daily, so let’s make sure the entire system acknowledges that and rallies to join them in the gap. AWSP’s mission of supporting and sustaining the ongoing growth of highly effective leaders continues to be our purpose. We will not shy away from the mission and will continue to shout from the mountaintops the urgency of a collective effort across all schools, districts, agencies and organizations to support our building leaders. Leadership matters, matters even more now and our students will be the victims if our principals don’t survive both current challenges and what lies ahead. As Executive Director of AWSP, you can count on me to continue to share your stories, represent your voice, and fight for your needs. We will walk with you every step of the way as you continue to sacrifice and serve as the school leader and Chief COVID Officer.
Dr. Scott Seaman joined AWSP in the fall of 2013 after serving as the principal at Tumwater High School. In July 2018, he assumed duties as Executive Director.
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Washington Principal | Volume 1– 2021-22