Interviewing My Superintendent

“The chair of the superintendent is the only place in a school district where you can see all the pieces come together” a quote shared with me by Dr. Mark Henry, Superintendent of Galena Park ISD for the past seven years. He stated that the view he has in his position is unlike any other and he felt this quote stated it just right.

I entered the district the same year he did, 2004, and have seen him grow and make gradual changes that have been positive for the Galena Park community. Prior to Dr. Henry, Dr. Shirley Neely, who left GPISD to become the commissioner of education for the state of Texas, led our district. He had very large shoes to fill and has been doing a great job since.

So, how does he define leadership? He is a believer in servant leadership. He sees his role as one in which he works to make our lives as principals easier, to make sure that we have whatever we need to ensure student success. What are some of the positives aspects of your position? As a leader, he loves the fact that he gets to work with people and impact their lives. He has the opportunity to get to know each party (teachers, students, business members, community leaders, etc.) a little more than he did as a campus administrator; in his current role, he has the opportunity to work with state officials to impact our educational system. Any drawbacks? The higher your position, the less interaction you have with children, but he does remind me that we must always lead with them in mind. He recalls when he worked in a smaller district everyone knew him and that wasn’t always fun, but in a district like ours in such a big city, he can still have some autonomy.

How does he develop a shared vision, build relationships with all stakeholders, promote and sustain climate and maintain a good relationship with his bosses, the board? Honesty. He claims that if they trust you, if you are honest and there are no surprises, each of these areas work themselves out. He has to have the vision of what is coming, for example how we are preparing for this budget deficit. He pushed for our district to save over the past five years for a day like today so that we would not have to "pink slip" anyone. Having this vision and talking honestly with all stakeholders has brought a sense of stability to GPISD. This is not something that just comes naturally; he states you have to work at it, like all relationships.

As I stated earlier, he came in after Dr. Neely, so I had to ask- how did you create your culture? How did you communicate how you wanted this ship to be run? Compared to his predecessor he stated he isn’t the type that says, “Exemplary or you are out of here” as principals had heard in the past. He feels principals put more pressure on themselves than anything he could put on this group anyway. He also points out that he has never spoke ill of Dr. Neely and to date is thankful for the district she passed down to him. He feels lucky to have gotten a district in such great shape, in so many ways. He says he has worked hard to get the “yellers and screamers” to yell and scream less or to find a new place to do that. He doesn’t believe in leading with fear, he thinks he can be friends with his principals and feels he is with his board as well. He stated that its easier to do business with someone you trust and to get criticism from a friend. He says that every year around contract time he tells the board if they are ever unhappy with him, he wants to part as friends, they just need to tell him and he will leave, that there is no need to be messy. They do not have to push him out, when it is time he will leave.

So what stuck with me- I asked what is his biggest headache? Two things- personnel and always being “on”. I could totally sympathize! As a principal, these are my biggest headaches from day to day. He states that with over 3,000 employees I would be amazed, in total shock and left speechless if I only knew of how many times a week they deal with reprimands, firings, disgruntled parents and employees, And what does he mean by being “on”, well the only time he is not constantly being called upon is over a holiday season like Christmas. He knows when the phone rings he has to answer it, deal with the situation, solve it, etc.

Question after question he referred to being honest and the importance in this. I truly believe this is vital to your longevity as a superintendent. If they feel you are holding something back, that you are not on their team, you will never win them over. Superintendents usually last three years and for him to last seven says volumes. When I asked about building relationships, culture, climate, planning he referred to being honest throughout, communicating and not surprising anyone. As a principal, I understand, I never want to be surprised when it comes to my school. Does that mean I want to micro manage every aspect, NO, but I do want to know what is going on, why did we choose to do this or that and I see my superintendent that way as well. Lastly, in this time with budget cuts and so many changes coming what does he recommend for me and for those wanting to be a superintendent? “Don’t do anything unethical, immoral, illegal, hire the best people, do you research to get the best and always be positive. Negativity will kill your career, it is always easier to see the downside and as the leader they want you to show them why we need to stay in the game!