LM March 2021_lg

Jackson ... cont’d.

not want to remain in the district. When they knew that I cared, the shift began. I am entering my 7th year in the same district, and I am the longest sitting superintendent to date with a 7–0 board in this season. I am a firm believer that with competence, efficiency, a high level of emotional intelligence, patience, prayer and perseverance anything can be accomplished. What have been the biggest keys to your success as a superintendent? My success has been anchored in the remembrance of and commitment to my why, persistence, high expectations, approachability and emotional intelligence. My why is directly connected to my parents. I am the evidence of their relentless efforts to ensure that I was exposed to things outside of my neighborhood and to attain a level of success that they were not privy to. I am a first-generation doctoral degree recipient. I am my parents’ dream come true. Persistence is a characteristic of motivation that is demonstrated by the initiation or production of behavior toward a goal; continued efforts or determination to achieve a particular goal, often in the face of obstacles; greater vigor in responding that usually accompanies motivated behavior. Having the persistence to push through any obstacle that might have been presented allowed me to get through the first five years of my tenure. The superintendency requires that you continue the journey no matter what. Keep the Main Thing the Main Thing, stay the course and NEVER give up. High Expectations drive every decision that I make for children, and the well-being of the district. My mantra has always been: “It is our reasonable duty to educate all children and act as though it is impossible to fail, because good enough—never is. Approachability plays a significant role in building relationships and creating trust. Being approachable has allowed me to connect with staff and show them that we are in this together, no matter what comes. My staff knows that I am never too busy to simply listen, brain partner or be available for them. Emotional Intelligence has served me well. When you reach the heart, you reach the soul and core of any situation that you are presented with. The goal is to be acutely aware of what is needed at the time it is needed and communicate with people in a way that they will receive your message. Reach the heart and you will not go wrong. What advice do you have for first- and second-year female superintendents about the job? My advice for first and second-year female superintendents is to read Games Mother Never Taught You: Corporate

finally principal—a position that I never wanted but loved more than any of my other positions. Having this opportunity allowed me to understand the complexities of each role, but more importantly how to provide resources and remove barriers that might have otherwise been misunderstood. Our administrative team meetings were based on data analysis and providing a plan to move to the next level. At times, I wondered if anything would be good enough. Having high expectations and not accepting excuses was the overall climate and culture of the district. The comparisons and contrasts of my two female mentors evidenced that, although there were different means to an end, the main thing must remain the main thing—student achievement. The fruits of intense monitoring and targeted tasks directly attributed to increased test scores and a nationally-recognized Blue Ribbon School. During those critical experiences, I realized that I had been given a solid foundation and that my actions as a superintendent will impact the lives of future generations. My path to creating a legacy is the unique ability to harness both experiences and provide the necessary resources to remove barriers while communicating in a way that will be received. This requires a vested interest in relationships and a keen understanding of emotional intelligence. It also became evident that although the leadership styles were starkly different, both are critical. At that moment, I knew that I was absolutely capable of being unapologetically relentless in the pursuit of organizational excellence while attending to the heart of the work. I became consciously competent that I must persevere while providing the system what it needs at that moment in time. What were the biggest challenges/ obstacles you faced early on in your superintendency? The biggest challenge/obstacle that I faced early on in my superintendency was being the new kid on the block with no prior relationships at all. I was introduced to a one-school district that was very closely knit. There had not been one superintendent to successfully complete a contract since early 2000. Not only did the staff and other administrators think that it was just a matter of time, but they also thought to just wait me out. Although I had to manage the board as well as my staff, I knew that culture and climate were paramount to any amount of success I could attain. I am grateful to be an introvert because I was truly alone at that moment in time. My goal was to listen, observe and be my authentic self. I began to meet with grade-level teams and simply asked them what their “why” was for remaining in the district and why they might

14 LM March 2021