Dearest prospective colleague,

The following paragraphs are intended to convey some of my understandings of instructional leadership. Leading the instructional climate is what I consider the role of the administrative team to be.

As a member of the IIUSP/CSRD and strategic leadership planning teams I have been involved in systematic analysis of our school’s programs. Beyond being a passive member of the committees, I developed, documented and presented my own analysis of our school’s weakness. As a UCLA project and the co-chair of our School Leadership Council, I oversaw the implementation of our tutoring program. This resulted in a presentation to our committee and having it being coordinated with our detention program. Finally as a teacher who is aware of the “Aiming High” document, I use the results of evaluations to modify my own curriculum.

Analyzing and designing reform paths are a large part of any principal’s job. Ultimately, however the best laid plans must be implemented. The answer to the question of “who is in charge of making sure that implementation is happening?” must always be, “the principal”. This is done through making sure that the vision is communicated to ALL stakeholders, getting progress reports in meetings from coordinators and getting out of the office a lot! In the end one must see for themselves. Anything less is mismanagement and negligence.

Students that do not want to work and schools that accept bad habits cannot succeed. Two-way accountability and behavioral standards are the key to school climate. As an outsider the new administrator must earn credibility with the staff. They must see you tackling problems that are meaningful to them before they will accept your initiatives. Without two-way accountability your initiatives will only yield resentment. Student climate may require radical solutions. For example, mandatory after-school programs for lagging students may be required. These may be used for tutoring, enforcement of behavioral standards and creating community. In addition, administrators must address the entire student body at least once a month. Finally, celebrating the work and achievements of all is essential

As a part of your team you can expect more than just “doing my job”. Of course, the daily requirements of my position will be met. Each reference you contact will attest to my work ethic and thoroughness. Spurring reform and implementing existing reform efforts are my strengths and passion. I believe instruction leadership is where you really earn your bread as an administrator.

If our visions coincide, please call me for an interview.

Thank you,

Mr. John Press

626-683-7022

pressjohn@hotmail.com