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While working as interns, we were tasked with the project of collecting different leadership games to be used for a leadership camp of high school students. As I listened to Chris Smeaton, a superintendent from up north, speak last week on visionary leadership, it was impossible to keep up with the stream of his gems of greatness.
The director of the Hunger Games, Gary Ross,  said that one of the most important things he does as a director is to sit alone, at his desk, for hours, before he begins and writes out everysinglething he can about the movie. All decisions have to flow out of a single vision that you had alone, calm, without the questions, doubts or negativity that can surround you. Is your vision as an administrator so clear to your staff that they are able to conduct their classrooms in a manner that embodies that vision? As I continue to learn and grow, I see even more how I (someday) want my campus to be a product of my preparation instead of the preparation being a product of the campus. I appreciate your sharing about the director of the Hunger Games and how it comes back to HIS vision instead of the other staff’s decision. And I believe many admin are letting that happen — because they are unwilling to chat with their teachers.
I wondered about something similar–how does this vision connect with a vision of shared governance?


About this siteThis blog is the shared thoughts of school administrators that want to share best practices in education. Run a Quick Search on "The Big Book of Leadership Games: Quick, Fun Activities to Improve Communication, Increase Productivity, and Bring Out the Best in Employees" by Vasudha K. Dozens of engaging ways to forge good working relationships between managers and their staffs This book offers managers 50 fun, illuminating experiential activities for building a positive, open, and productive relationship with the people they manage. The series is focusing on what school leadership looks like in the context of today’s world and how innovative leaders are pushing their schools and organizations forward. If you are content with the status quo and are content with just going through the day to day mechanics of a campus, you’re a manager, not a leader. From staging to angles to directions…he writes it all out the way he wants to see it happen. Inevitability, those answers that should be based on logistics default to what’s practical.
I say staff because top to bottom, that’s how visible and impacting your vision should be. I don’t want to adapt and adjust to the tone, but instead be the one who shapes and defines it. I know on our campus we have teachers who strongly believe in large amounts of daily homework.


Unlike ropes courses and other off-site management activities, The Big Book of Leadership Games features activities that can be used in the workplace during staff meetings, as a part of training sessions, or even in the course of daily work. From the cafeteria workers to the janitor to the office staff to the students and teachers…everyone should know and be able to base their actions on your vision. Vision is one those hot button words that comes up when one discusses leadership, but this week really defined it as one of the most important things a leader needs to do.
I do think that people are more on board when they feel a part of the purpose, but I also think it’s important for the leader to set the vision. He talks about how on the set in the heat of the moment questions are asked that you may be tempted to answer based on practicality. While students may feel feel ownership when helping create a set of class rules, a teacher would still guide them to what they had in mind.
Another example from our campus is that my principal does not believe in students missing recess as a punishment.
It is a non-negotiable that no matter what the situation is, they know that isn’t an option because he believes kids should have time to be kids throughout the day.



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