There’s very little dispute that new teachers need formal mentoring programs—after all, working day to day in a classroom can be isolating, and it takes time and experience to learn how to deal with each students’ individual needs (and sometimes parents as well).
Research has proven time and again that a high-quality, structured mentoring program can help attract and retain teachers and make them more effective in their jobs.
So why don’t we do the same for school administrators?
In the upcoming July issue of ASBJ, former superintendent Philip Cicero writes about his first job as a superintendent. Not only was he expected to learn how to manage a suburban school district, he would be responsible for the orientation of five new hires: three principals, an athletic director, and an assistant special education director. Only one had had previous administrative experience.
Cicero went to his school board and asked to hire an outside mentor—someone who would be more accessible to the new hires and could create a structured program. Eventually, he found a retired superintendent who knew the region’s issues and needs who agreed to become a consultant.
“At a time when finding effective administrators is as difficult as keeping them, this mentoring program was an invaluable resource to all those involved in it,” Cicero writes.
Joetta Sack-Min, Associate Editor




