Interview with Dr. Pamela Morris

Below you will find a transcript of the interview conducted by Lorissa Bailey with Dr. Pamela Morris.  Mrs. Morris is the superintendent at Hamshire-Fannett ISD.  The interview is followed by a reflection of the interviewer.

1.      What is your definition of leadership?

I would define leadership as being a servant leader.  One whose job is to inspire people and give them what they need to do the job.  We must set our egos aside and be about the people and students, inspiring them to do and be better.

2.      What are the positive aspects of being in a leadership position, like Superintendent?

The most positive aspect of being a superintendent is knowing you can make a positive impact on the greater educational community and dealing with the people.

3.      What are the negative or difficult aspects of being in a leadership position?

The negative aspects of the superintendent will vary from person to person.  You either have the ability to lead a district or you don’t.  The greatest negative for me is knowing there are things that you have no control over.

4.      What do you believe are the attributes of a good Superintendent?

Empathy!  You must be able to connect with people.

Communication skills

Emotional investment

5.      Superintendent Competency 1 emphasizes the importance of integrity, fairness and ethical behavior. What does ethical leadership look like?

An ethical leader is one who does the right thing no matter what.  What is right for the kids is not always what is easy for adults.  Be honest!

6.      Competency 2 discuss the role of the superintendent in shaping campus culture by facilitating the development, articulation, implementation, and stewardship of a vision of learning that is shared and supported by the educational community. How do you work to develop a shared vision?

Vision must be shared by all and supported by all.

7.      Competency 3 discusses the importance of the Superintendent to communicate and collaborate with families and community members, respond to diverse community interests and needs, and mobilize community resources to ensure educational success for all students. How should a superintendent evaluate the effectiveness of communication strategies in the school district and encourage the engagement of the community to benefit all students?

You must make the group feel comfortable.  You must be willing to change for your audience.  Try to understand the needs without violating your own character.  Get to know your audience.

8.      Competency 4 focuses on the importance of the Superintendent responding to and influencing the larger political, social, economic, legal and cultural context, including working with the Board of Trustees, to achieve the district’s educational vision. How does the Superintendent build a good working relationship with the Board?

Communication!!! Get to know your board members.  Don’t take things personally.  Remember the board represents the members of the district and they are accountable to the people.  Inform! Inform! Inform!  You never want your board to be blindsided.

The first 4 competencies looked at the Superintendent as Leader of the Educational Community. Competencies 5 – 7 examine the Superintendent as Instructional Leader.

9.      Competency 5 examines the importance of the Superintendent planning and implanting strategic planning that enhances the teaching and learning, ensures alignment of the curriculum, curriculum resources and assessment; uses the current accountability system; and promotes the use of varied assessments to measure student performance. How does the Superintendent accomplish such wide ranging strategic planning?

The superintendent does nothing without the help of the board.  Goals and vision must be shared and made measurable.  Remember this is a marathon and not a sprint.  We must constantly be thinking long term.  Try to be proactive and not reactive.

10.    Competency 6 emphasizes how Superintendents must advocate, promote, and sustain an instructional program and a district culture that are conducive to student learning and staff professional growth. How does a Superintendent promote and sustain a district culture that emphasizes student learning and professional development?

We are about student learning.  The absence of responsibility is accountability!

11.    Competency 7 discusses the importance of the Superintendent implementing a staff evaluation and development system, and selecting appropriate models for supervision and staff development to improve the performance of all staff members.  How do Superintendents address these issues aimed at improving the performance of all staff members?

Make sure the evaluation system is fair and that it is done.  Take out the personal piece and remember it is all about the students.  We must focus on continual improvement and look at it as a journey and not reaching a destination.  They don’t care what you know until they know that you care!!!

Competencies 8 – 10 focus on the Superintendent as Administrative Leader.

12.    Competency 8 examines the importance of Superintendents knowing how to apply the principles of effective leadership and management in relation to district budgeting, personnel, resource utilization, financial management, and technology application. More or less, the Superintendent has an immense responsibility in carrying out these tasks. How should Superintendents approach the management of everything from budgets to technology applications?

We get a certain amount from the state, taxes, etc…PERIOD!  It is all about how you plan to cut the pie.  80% off the top usually goes to salaries and staff related items.  You must think long term and know the needs of your district.  You just about always have to have a rotating plan to meet district needs for capital outlays.

13.    Competency 9 states that Superintendents must know how to apply principles of leadership and management to the district’s physical plant and support systems to ensure a safe and effective learning environment. What leadership and management principles help Superintendents supervise the physical plants and support systems to ensure a safe and effective learning environment? And please talk to us about developing organizational leadership skills.

You can’t be an expert in everything so surround yourself with people who are strong in those areas that you are weak.  Hire well…or lead hard.  Do walk throughs of your campuses and look for yourself to see problems.

14.    Competency 10 addresses how Superintendents apply organizational, decision-making and problem-solving skills to comply with federal and state regulations and facilitate positive change in varied contexts. Please discuss the importance of organizational leadership, as well as decision-making and problem-solving skills in addressing these compliance areas and maintaining positive change.

Having the right people on the bus and in the right seat!  Know who to go to, when, and how.  Stay abreast of the issues.  Know your staff and where the talents are.

15.    What additional experience, learning, or advice can you share to help me (our student’s) develop an effective internship?

I find the superintendent position to be easier is the day to day operation than the principal position.  Remember that not everyone is like you and you should see things as a big picture!!

REFLECTION: 

I conducted an interview with Dr. Pamela Morris at Hamshire-Fannett ISD.  She is the district superintendent and my mentor.  I utilized the 15 suggested questions and the responses are documented above.  I was definitely surprised by some of the answers that were given and inspired by others.  The interview made me think beyond my area of control.  In her response to question 1, Dr. Morris referred to a leader as a servant.  This is often contrary to most belief systems.  I like this definition and plan to practice it.  Her response to question 2 made me adjust my focus a little.  She said the most positive thing about her job was knowing she could make a positive impact on the greater educational community.  I frankly was not thinking in that direction.  Often we get caught up in the happening of our campus and forget that there is a bigger picture.  In question 4 she said one of the characteristics of a good leader and superintendent was an emotional investment.  Everyone tells you to not take things personally but her perspective made since.  If you are emotionally invested in something you want it to be successful.  I was very curious to see how she would respond to question 7 relating to the community.  She said you have to be willing to adjust to your audience.  Her example was being willing to cheer with parents at football games and then being able to go to a formal dinner and know what fork to use when.  Her response to question 11 was profound.  She made the comment about taking out the personal piece.  I so agree with this and yet it is one of the hardest things to do. 

I enjoyed the interview and look forward to working with Dr. Morris in the coming year with her serving as my mentor.  We have extended the interview and discussed my results on the self assessment and practice test to begin developing activities to work toward.