[mentalhealth-l] Minimizing the Downside of Inevitable leadership change

[Adelman, Howard]

NEW POLICY NOTES FROM UCLA CENTER –
Leadership Changes: Minimizing the Downside
http://smhp.psych.ucla.edu/pdfdocs/newleader.pdf
Anyone who works in education has experienced the problem of leadership change. A new chief state school officer,
a new district superintendent, a new board majority, a new principal. New leadership almost inevitably brings significant
systemic changes. While often the desire for change is the reason that a new leader has been brought aboard, too often the
changes bring an end to promising work begun under the previous leader. When this happens
• significant investments are lost
• progress related to some major facet of school improvement and transformation often is undermined
• staff and other stakeholders are reinforced in their belief that efforts to make significant changes are likely to end
  when the next new leader is appointed
• the new leader’s agenda for change may be seen as shortsighted.
The emphasis in this brief set of notes is on highlighting strategies for minimizing such an impact.
Reminder:
Staff working on improving the Learning Supports System may find the resources in our Center’s Rebuilding Toolkit helpful.
See http://smhp.psych.ucla.edu/summit2002/resourceaids.htm

The toolkit now includes the recently developed website prototype designed to be an aid in enhancing how SEA, LEA, and school websites convey their Learning Supports System. See the readily adaptable prototype -- go to http://smhp.psych.ucla.edu/lsweb.htm


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