Vision Ior the Organization

School leadership standards and accountability measures are continuously changing. A

vision statement assists stakeholders with outlining a plan to accomplish the school`s mission.
Institutions should use a collaborative process to apply data based decision making when school
staII, Iamilies, and community members create a school vision (Wilmore, 2002, p. 21). The
development, application, and Iollow-up on a vision directly relates to student learning. High
expectations have a positive inIluence on student perIormance (Sorenson, Goldsmith, Mendez &
Maxwell, 2011). A vision outlines the goal Ior student achievement in the Iuture and determines
how the school will reach this target. Vision statements provide a Iramework Ior stakeholders to
work toward improving student learning. Administrators who are unIamiliar with a
community`s culture should ensure that all stakeholders are actively involved in creating the
school`s vision.
Articulating the Vision
Educational leaders should consider the viewpoint oI all stakeholders when collaborating
to develop a shared vision. Overt and covert rules determine how an organization operates
(Calabrese, 2002). A school leader Iacilitates the process oI teachers working together to reach a
common goal. Developing a vision and Iollowing the mission oI the school will help determine
what is most important. Administrators can encourage educators to make a diIIerence by
developing strategies to improve the academic perIormance oI students. Presenting data that
shows areas oI need is the Iirst step to creating a shared vision. Once staII members see
evidence Ior making improvement, the leader can start to build a culture that includes trust and
collaborative eIIorts to enhance teaching and learning process (Robbins & Alvy, 2009).
Once stakeholders have reached an agreement on the schools vision, the school leader
should display the statement. A vision statement should be clear, concise, and visible in the
school and on documents that the school leader distributes to stakeholders. Administrators
should develop policies and procedures that include behaviors and language included in the
vision. Each day staII members should engage students in an activity that relates to the school`s
vision. Mottos and mission statements provide verbal opportunities to articulate the vision.
Schools should review the vision at various points during the school year. Leaders should print
the vision on banners or posters and display the statement so that students, staII, parents, and
visitors will see the vision upon entering the building. Sometimes individuals need motivation to
continue Iorward progression.
nitiatives to Motivate Students and Staff
Motivation techniques will vary depending on the desires oI the individuals who are
working toward a common goal. Administrators should begin with an inIormal or Iormal
interest inventory to determine what is important to students and staII. Some might want
tangible rewards such as Iood, Iree time, or a certiIicate. Other students and staII might preIer
praise while some are intrinsically motivated. According to Robbins and Alvy (2009), members
oI the system want to see successIul change. School leaders should determine Ieasible goals to
assist schools with progressing toward the vision. During transitions, leaders should inspire
students and staII members to keep doing their best. Leaders serve as stewards to keep
stakeholders Iocused on the vision.
Stewarding a Vision
Communication is a key element in maintaining the drive to achieve the vision. Stewards
encourage themselves and others to continue the battle when the struggle becomes diIIicult
(Wilmore, 2002, p. 23). Principals determine techniques to remain dedicated to making
continuous progress toward the vision. School leaders demonstrate their ability to steward a
vision by planning and implementing activities that motivate staII, students, and members oI the
community. Principals must remain strong and emotionally stable to provide strength and
encouragement Ior other stakeholders during adversity or periods with little or no change. Many
schools today Iace the challenge oI meeting government mandates. School staII, parents, and
students might become Irustrated with expectations that come Irom outside sources.
Principals can reIrame this thought process and connect the school`s vision to the task
that the government expects students and schools to accomplish. School leaders should remind
the staII, students, and members oI the community that the most important goal is to enhance
teaching and learning. Assessments are one method to demonstrate the knowledge that students
have acquired and the progress that they make. Test results provide data to show how well
students are doing on speciIic tasks. School leaders should include stakeholders in the decision-
making progress to determine the steps that a school will Iollow to prepare students Ior
assessments. In some instances, curriculum changes are necessary to provide students with the
skills to demonstrate their knowledge oI assessment concepts. Educators and parents should
assist with implementing changes to the curriculum. Changing the perception oI a topic or task
can assist an administrator with becoming a steward Ior the school`s vision.
ommunication and ommunity Stakeholders
School leaders should invite all stakeholders to participate in developing and working
toward the vision. EIIective school visions include community values. Administrators should
interact with various stakeholders to determine what is important to them. Stakeholders should
see the vision in writing and witness activities that align with the vision statement. Newsletters,
newspaper publications, and messages on the school`s web site are Iorms oI written venues to
communicate with stakeholders in the school and in the community. School policies and
procedures provide nonverbal indicators oI a school`s vision. Administrators should invite
stakeholders to participate in school-sponsored activities. Students, staII, and school leaders
might oIIer to contribute to activities that the community hosts. When all stakeholders work
together, students have an abundance oI resources to reach their goals.
Collaborating to establish a mission is an activity that can strengthen the relationship
between all stakeholders. School leaders should encourage parents, students, and community
members to assist the staII with determining what is important to the local group`s culture.
Administrators should continue to monitor progress toward the vision. Sometimes stakeholders
might need encouragement and motivation to continue making progress. School leaders should
serve as stewards to assist with Iacilitating the process to reach the desired goals that align with
the institution`s vision.




ReIerences
Calabrese, R. L. (2002). The leadership assignment. Creating change. Boston: Allyn & Bacon.
Robbins, P. M., & Alvy, H. B. (2009). The principals companion (3rd ed.). Thousand Oaks, CA:
Corwin Press.
Sorenson, R. D., Goldsmith, L. M., Mendez, Z. Y., & Maxwell, K. T. (2011). The principals
guide to curriculum leadership. Thousand Oaks, CA: Corwin Press.
Wilmore, E. L. (2002). Principal leadership. applying the new educational leadership
constituent council (ELCC) standards. Thousand Oaks, CA: Corwin Press.