Nothing in the assistant principal’s role is more important for ensuring successful student learning than effective instructional leadership. As an assistant principal, who primarily focus include literacy instruction and student achievement, I also nurture the leadership capabilities of our teachers. In addition, while our school is moving in the right direction, our leadership team harness effective leading and learning. Combining these efforts with effective collaboration of statistical research information appropriately, as well as monitoring what takes place in the classroom, will increase the likelihood that the school will achieve its goals for student achievement thus maintaining teacher capacity at all times.
The notion of Building Teacher Capacity is one of the most rewarding aspects of our job as instructional leaders. We have an opportunity to share our knowledge and experience with the teachers we directly supervise, inspire and motivate on a daily basis. How well we do our job here has a major impact on student achievement, school climate, teacher leadership and implications on the public perceptions of our school and community. School leaders must be focused and intentional. We also need to be able to provide direct/indirect support, as well as, build trust, while maintaining a clear vision for the school. Alongside my principal, I am one of the instructional leaders and a passionate educator in my building, I have numerous professional responsibilities that assist me in being an effective instructional leader. My primary responsibility is to provide evidenced based feedback to teachers on a consistent basis.
To build teacher capacity involves being focused and intentional. As a school leader who is constantly improving in her craft, while continuing to build my brand, I know I must remain focused throughout all that I do. As an educational leader, I will be tested by teachers, parents, students, community members, district personnel alike. When we utilize and build teacher capacity we are able to provide the best evidence based feedback and support possible. Instructional leaders must have a strong understanding of teachers’ strengths and weaknesses. By meeting with my teachers weekly in collaborative planning, individual data meetings, grade level data meetings, weekly professional development and through classroom observations, I am able to acknowledge areas of growth and help them grow professionally first hand, and being actively involved. This helps to ensure teachers’ are comfortable with me and reinforce my expectations of them. On a professional level, this affords me many opportunities to talk and witness instructional delivery, collaborative planning and student-teacher relationships and determine their areas of need. I, as assistant principal, have the capability to observe major areas of concern and proceed with corrective actions that includes follow-up and lots of feedback. I believe change is a result of influence & inspiration. It is my hope this post has some influence on the reader and inspire you to be awesome.
This blog has a purpose and as I write it, I see grander developments to come from it. Your comments are welcome and will support my growth and development.
Assistant Principal Giles @tiawanag