What Works for New Principals

Research consistently shows that successful schools have strong principal leadership. As a former school principal, I understand how rewarding the job is and how challenging it can be as well. Now, as a superintendent for the last decade, I see key actions that successful principals use to lead schools to improved outcomes for all kids.

I have had the opportunity to work with many, many principals over the years. New principals come to the role with typical worries: How do I manage the school budget? Which programs do I need to implement to improve achievement? Will I make the right decisions with student discipline? Although these are important questions, they are not the questions you should be focused on in your first weeks and months on the job. Here’s what new administrators really need to know in order to be successful in their new role. 

Relationship and Communication Strategies 

Get to know the community. Make it a priority to get to know each of your staff, certified and noncertified. How many kids do they have? What hobbies do they enjoy? What brings them joy in their job? Spend the entire first year prioritizing this work. 

In your first months on the job, get to know your students and families. Make an intentional effort to learn as many student names as possible. Be visible in places where families are dropping off students, and attend after-school activities. These relationships will be vital in the years ahead.

My number one piece of advice for all new administrators is to schedule one-on-one meetings with all staff during the first few weeks on the job. Ask these three questions: What is going well? What needs improvement? How can I support your work each day? You will quickly see trends about what needs to be reinforced, where to focus future attention, and how to plan for improvement. Ultimately, principals who have struggled in their new role have often tried to implement new programs or initiatives without developing the trust of staff. Staff do not follow leaders whom they do not trust. It takes time for a principal to build this trust—take that time. 

Listen carefully. Your first weeks on the job should always be focused on listening and observing. Remember, all staff want what is best for the school. Our schools are filled with amazing and dedicated teachers who have a wealth of knowledge and experience. Principals who come into a new position wanting to implement new programs, master schedules, etc., early in their position send a message that they know best. The most effective principals are those who truly collaborate with the school community and ensure shared leadership in decision-making.

Communicate consistently. One piece of advice I give to all new principals is to create a weekly email communication to your staff. It can be simple, but it needs to be consistent (every week, no matter what). Let staff know what to expect in the week ahead, like the schedule for staff meetings or when you won’t be in the building. 

Keeping staff in the loop on daily operations is critical to a principal’s success. Daily operations seem like they need no explanation. However, you can’t overcommunicate how routine procedures will look—e.g., who is handling morning supervision, parent pickup/drop-off procedures, hallway passes. Staff quickly become frustrated when expectations are unclear or when routines are not consistent. It is important to remember that procedures may need to be communicated throughout the year, not just in September. Providing good communication around operations shows that you have a good handle on overseeing the school’s organization and use of resources.

Supervise effectively. The best principals balance creating a positive school culture and strong relationships with high levels of accountability. If we expect students to perform at high levels, staff must also have high expectations for themselves. One of the biggest questions that aspiring administrators ask is how to have “tough conversations” with staff who have performance issues or are not following school policies. New principals sometimes worry that holding staff accountable will have a negative impact on staff morale. Actually, the opposite is true. You increase your credibility when you hold low performers to the same standard as others. Staff morale is decreased when principals do not hold all staff to the same standard. 

These conversations can start like this: “I notice that you have not been attending your PLC consistently with your grade-level team. You are a valuable asset to your team, and it is important that you be there with them. Please plan on attending each week. I will be stopping by to offer support.”

Ultimately, you need to ensure that staff know they are a valuable member of the school community and that you have the same expectations for everyone. Having a brief conversation is the first step to ensuring that they know your expectations.

Ask for questions, and ask for help. The most effective new and veteran administrators don’t pretend to have all the answers. Be honest when you don’t know the answer, and let staff know you will find the answer. Utilize the expertise of your superintendent or other district-level administrators. We have been through many of the issues you face each day in your role. Don’t be afraid to reach out for support. Our job as district administrators is to support our schools—that includes our leaders.

Find an experienced principal you can reach out to when you need to problem-solve. It may be someone in your district or in a neighboring district. Those relationships with your colleagues will be lifesavers for years to come.

The role of the principal is complex. It is critical to student success, staff morale, and overall positive school culture. It is some of the hardest work you’ll ever do, but it’s also some of the most rewarding. The relationships that are developed and the impact on student outcomes last a lifetime. Being a school principal was one of the best jobs I ever had!