Developing a Leadership Platform

Abstract

Each of us has a leadership platform, either explicitly stated or implicitly held. It consists of our own statements of values and beliefs about education and educational leadership. A platform serves as a touchstone, a reminder of what we think is valuable and important to know and remember. It is an ethical compass of sorts, suggesting directions we might take and not regret later. We could also look at it as a bottom line for each of us, the ultimate values and assumptions to which we pledge allegiance. For some superintendents, the bottom line might be fiscal responsibility, and for others it might be student achievement. For still others, it might be expanding opportunities for students, creating a stable society, or treating associates decently; it could even be maintaining a promising career trajectory or seeking accolades for our work. Part of the leadership platform as well is considering how we should go about pursuing the bottom line. What are we willing to do and how much are we willing to do it? Finally, part of our platform is our list of assumptions about why certain actions will be effective or ineffective. What do we believe “works,” and why do we believe that?