A Reader Writes... (Interview Prep - Part 2)

In response to the posts on interview prep, a reader writes:

"I certainly must agree on both points. If you represent yourself to be anything less than who you are and what you believe as a proactive, innovative, outside the box, inside the heart learner-centered instructional leader who embraces mutual accountability of all stakeholders (is that a fairly good description of a LYS'er?), then you might get hired and survive long enough to regret it. I did.

Of course, in hard economic times, it is tempting to fall back, play the game and get "a" job, but at what price? You could move your family into a troubled-water transition that simply stresses everyone to the brink of disaster only to find you will have to do it all over again because your convictions to do what is right and best simply will not be pushed into shadowy corner to fallow. You will have to then do what is right and move on. It is best to lay it on the line and promote that positive strategy and educational leadership philosophy and let the truth speak for itself. If you don't get the job it isn't about rejecting you but rejecting the truth. Better to be a live prophet with principles than a dying principal with little profit.

As for the warning of about the size of interview committees, I have to agree with SC on that as well. It is hard to get a working relationship with a larger number of people. There are too many eyes to keep focused and too many wants to supply (or is that appease?). Unless you are up close and personal it is always better to use a singular shot than buckshot and hit the bull's eye dead on."

SC Response
First, yes I think you nailed the basic attributes of the LYS educator. And I agree, if you misrepresent yourself in the interview, it will be you who suffers the most. Each organization has its own DNA. Be selective when selecting a job. Find the one that is a match for your skill set and philosophy.

Next as the writer points out, with the current economy, being picky might not be an available option. If you compromise your principles to get the job, the ethical and honorable course of action is to work to fulfill the mission of the organization that hired you. That doesn’t mean that you sacrifice students, but in the short run it was you who agreed that your beliefs were negotiable.

Finally, my take on interviews is that I’m interviewing the organization as much as the organization interviews me. As a school employee, I went through four significant leadership changes. I didn’t survive one, but the organization didn’t survive the other three. After my first job, I always chose my boss.

Think. Work. Achieve.

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