Support: Where to find it, how to use it.

Dear Colleague:

Professional development helps school leaders recharge their batteries, renew their passion and energy, relieve isolation, stimulate their minds, challenge their thinking, build courage and renew friendships.

But support isn't always something imposed from the outside. Milli Pierce, director of the Principal's Center at Harvard University, writes on page 18, "Not just anybody can do the principal's job. Not just anybody should. The health and welfare of our most important public institution depends on leaders who know how to seek out support and at the same time build their own."

Support might be something as simple as a compliment or a timely word of advice, writes George Manthey (page 11), who admits he built his support system by surrounding himself with smart people.

The evaluation process is not often viewed as an opportunity for support, but Libia Gil explains how peer evaluations for principals are promoting professional growth, personal development and new professional relationships in her Chula Vista school district (page 12).

You'll also find information in this issue of Leadership about hiring a coach to work as your school staff developer, partnerships with higher education and other agencies, developments in the area of administrator preparation, and much more.

But despite all of these innovative efforts, we must acknowledge that as long as administrators are held accountable for conditions they cannot control, and as long as we are required to perform superhuman feats, administrative jobs will continue to go unfilled.

The time has come for us to look closely at what administrators are asked to do and think more creatively about how our schools and districts are organized, conclude the authors of a recent EdSource report on the administrator shortage (page 19). True support can only come through jobs that give educators the time and resources to focus on student success.

Sincerely,

Lillie Campbell President