Principal Practices: Addressing Human Needs for Successful School Administration

There were two events that truly set me on my path as an administrator. The first was a piece of research I learned about in college, and the second took place on the day I sat down as a new principal to write my parent handbook. Research I Relished! In 1965 and I was a freshman in college taking a psychology class. It was there that I learned about a fascinating piece of research called the Hawthorne effect. Here’s a quick summary of the study: General Electric requested that the National Research Council of the National Academy of Science conduct research on the best lighting in relation to worker productivity. The investigation took place from 1924 to 1927, at the Hawthorne Works, which belonged to Western Electric Company. The study found that whether the lighting was increased or decreased, productivity still improved. My psychology professor explained that the research revealed increased worker productivity primarily because the researchers were observing the employees—that their attention alone increased the workers’ productivity. Sitting in that college auditorium my mind raced. I tried to imagine what could happen if managers consciously observed and attended to their employees’ needs. What would happen if leaders went a step further and supported, complimented and encouraged their employees? I couldn’t even imagine the potential—it felt like the sky was the limit! Later I learned that there was some criticism of the Hawthorne research, about its process, as well as its conclusions. But still, it was very inspiring to me as I considered the power of managers to create phenomenal working environments. Little did I know that the Hawthorne effect would pique my curiosity about leadership skills and have a profound effect on my efforts and intentions for the next 40 years! In spite negative critiques of the Hawthorne effect, I found throughout my career that my psychology professor’s basic explanation of the research was true—as evidenced by the following lessons I learned during my career: • When I supported, acknowledged, connected, complimented, observed and provided feedback to our staff members, they excelled. • When I worked with the staff and we collaborated in the decision-making processes, we all excelled—especially our students. • As I expressed my appreciation and recognition for staff members’ contributions, our working environment evolved where everyone could learn, grow and work together with care and camaraderie. My Aspiration for Every Child As a new principal in 1985 I sat down to write my first parent handbook. I wanted our parents to know right away that they were not just working with a principal, but also with a human being—a person who really cared about their children and about them. To that end, I knew that if the parents read no other page but the first page in the handbook, my initial message had to be short, meaningful and sincere. Here is basically what I wrote: Dear Parents, Welcome to Bell Hill School! Welcome to those of you who are new, and welcome to those of who are returning to our school. I want you to know that the great Bell Hill staff and I look forward to working with you and your children. Here are my three goals for every child who comes to our school: What I Want For Every Child • First, I want every child to love him or herself—to be able to say, Look at me. This is who you get—and isn’t it grand?! • Second, I want every child to love school. • Third, I want you, the parents, to feel comfortable with your child’s educational program. These are heartfelt wishes—for our students and you. We have an open door policy. If you have a question or concern about your child’s educational program, you are always welcome to come in to talk to the teacher, or to me. We are here to be of service to you! Every day I aimed for the goals shared in What I Want For Every Child. I was overt and public about those goals with staff, parents and community members—through my bulletins, meetings and conversations. In short, the goals became a driving force of my career, and for all the practices shared in this book.