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    50 Ways to Be a Better Administrator: Professional Development Techniques
    50 Ways to Be a Better Administrator: Professional Development Techniques
    50 Ways to Be a Better Administrator: Professional Development Techniques
    Ebook86 pages48 minutes

    50 Ways to Be a Better Administrator: Professional Development Techniques

    By Chris Mares

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    About this ebook

    Whether you’re new to the position or a seasoned professional, you can find ways to make your work as an administrator more effective and require less effort. 50 Ways to Be a Better Administrator offers practical, common sense advice on how to improve your professional performance. The examples are drawn from the author’s experience in administration in an Intensive English Program, but the advice is applicable to anyone in an educational context. Advice is provided in the areas of Leadership, Your Team, Communication, Character, and Organization.

    LanguageEnglish
    PublisherWayzgoose Press
    Release dateAug 23, 2016
    ISBN9781536586732
    50 Ways to Be a Better Administrator: Professional Development Techniques

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      Book preview

      50 Ways to Be a Better Administrator - Chris Mares

      1

      Be a Leader

      Effective leaders who rise from the ranks will find themselves in the complicated position of changing one relationship with their peers to another. Being a colleague to one’s peers is not the same as being a supervisor of one’s now former peers. If former coworkers are now being supervised and evaluated, then the peer relationship no longer exists. Naturally a degree of distance and separation occurs. The administrator becomes the person that others look to for direction, help, support, and guidance. Effective leadership requires this distance.

      This change is not something to resist. A good administrator makes everyone’s job easier. Rising to the challenge requires a clarity of purpose; this purpose is always the greater good of the unit or department. Not everyone will agree with all the decisions you make, and not everyone will like all the decisions you make, but provided your judgment is sound and you are transparent in all you do, you will earn the support and respect of your supervisees.

      Leaders are expected to lead. They need to be involved, concerned, informed, and pro-active. They are responsible for creating the work culture and the work ethic.

      Above all, a good leader must be present on all levels; they must build on the good and deal expeditiously with the bad. There can be no favorites and no inequity. All voices must be heard, and a clear rationale must be given for all decisions.

      There can be no gulf between what you say and what you do, and you must be seen as willing to deal with everything and everybody. Never be defensive and never place blame. Look for constructive solutions and let bygones be bygones.

      Becoming a good leader can take time. The switch from being a peer to being a supervisor can be stressful and doing it well means that some relationships will feel strained and different.

      Above all, remember that you will be judged by the quality of leadership you provide, not by whether people like you or not.

      2

      Have a Vision

      Administrators need to have a vision for their unit or department. It needs to be clear, principled, and articulated both orally and in writing. The vision, when articulated, will become the guiding light that all employees work towards. The vision itself can be quite simple, such as ‘student success,’ or it can be nuanced and less specific.

      However, a vision works best when input is sought from those invested in the process. A vision can be honed and changed according to changes occurring on the ground, but it needs to be kept alive and be seen as the driving force for the unit. The vision should be in writing, and where possible, both in a handbook and on the unit’s website.

      A vision is designed not only to focus work but to ensure that all work is aimed at achieving the vision.

      3

      Expect Outcomes

      Be clear about your expectations . Make sure your employees know what you want done and by when. If anything has been decided orally, always follow up with an email to confirm what has been agreed. It is important to archive communications of this nature so that they can be quickly retrieved if necessary. Your employees need to know that you are overseeing operations, that you are vigilant, and that you expect results. It is vital not to let things slide, as this will mark the beginning of a slippery slope.

      If you need to see change or improvement in an employee’s performance, make sure you articulate exactly what it is you wish to see changed or improved and put it in writing, along with a timeline you feel is reasonable.

      Efficiency depends on outcomes being achieved in a timely manner. This requires both diligence and effective management on behalf of administrators. It is reasonable to expect regular updates on any tasks being undertaken.

      When outcomes are successfully achieved in a timely manner, then acknowledge this to the employee or employees involved. Doing this in a regular meeting will boost morale. Showing employees that you are aware

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