LM March 2021_lg

VandeWiele ... cont’d. listen to what they are saying, understand their concerns and employees feel valued, you can accomplish just about anything. Part of effective communication is being sure you don’t isolate yourself. Reaching out to colleagues, asking for help, being vulnerable and knowing it’s alright to not have all the answers is critical. I’m thankful for the network of amazing superintendents that I can call when I have questions. Getting advice and multiple perspectives, particularly from someone who has experienced a similar situation, helps to make better decisions. Being a good superintendent also requires hard work and a vision for the future. Every day, there are many specific tasks and small projects that need to be completed. These small tasks and projects must align with the big picture and the vision for the future. There are only so many hours in the day, so implementation of any new project or program has to align with what you want the district to look like in the future. What advice do you have for first- and second-year female superintendents about the job? Give yourself grace. This is the most challenging job you will ever have, but also the best job you will ever have. Build relationships with everyone you meet, including the board, employees, parents, students and community members. Communicate effectively with the board of education. Your board members should never hear important news about the district from anyone other than you. Listen. Know it’s alright to tell someone that you don’t know the answer to their question. Find out the answer and get back to them. Stay true to yourself. Don’t let someone influence you to make a decision that you don’t truly believe in and that is not best for kids. Understand that you will encounter individuals that have a preconceived notion of your ability, based on your gender. At Augustana University, I was the only woman in my graduating class to earn a chemistry degree. There were MANY times, when stereotypes were projected upon me and inappropriate comments made about my ability, based on my gender. That phenomenon has persisted throughout my professional career. As a new superintendent, I would walk through the vendor exhibits at the Joint Annual Conference

and vendors would immediately start talking to my husband about their product or service. He would kindly explain that I was the superintendent. Gender stereotypes are alive and well, but I refuse to take it personally. The opinions of someone about my gender are their problem, not mine, and it’s not worth wasting my energy worrying about the insecurities of others. How much progress has been made to increase the overall number of female superintendents and what else can be done? I believe progress has been made, but more needs to be done to encourage dynamic women to pursue the superintendency. The last statistic that I read indicated that approximately 70 percent of all K–12 educators in this country are women, while only about 24 percent of superintendents are women. In my opinion, the importance of mentoring cannot be overstated. Mentoring promising female leaders is critical because women may not see in themselves what leadership potential you see in them. It is also critical to have individual conversations with women. The encouragement that I received during personal conversations with people throughout my career is the reason I felt comfortable pursuing the superintendency. Over the last few years, I have encouraged up-and-coming female leaders to pursue a career in educational leadership. If a woman moves into a leadership position, I am going to be there cheering them on. Women also need to support and lift up other women rather than feeling they are in competition with them. I will continue to encourage promising female leaders and let them know they should not be limited by what others think they may or may not be able to do.

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