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New Perspectives: An Interview with my (Assistant) Superintendent By David Warren EDLD 5396

Joe Miniscalco is the Assistant Superintendent of Learner Support in the McKinney Independent School District. Throughout his career, Mr. Miniscalco has served as a classroom teacher, assistant principal, head principal, curriculum director, and assistant superintendent. Mr. Miniscalco is currently in the process of earning his Doctor of Education degree through the University of North Texas, and he aspires to be a head superintendent in the near future. Mr. Miniscalco also owns his own educational company, Cause an Effect, which offers educational consulting services. In selecting Mr. Miniscalco for this interview I considered someone with whom I would have reasonable access, as well as a person with whom I have a relationship that would likely yield unguarded, real-world responses to my questions. I was not disappointed, as Mr. Miniscalco was willing to share his personal perspectives, which are fresh as he is currently seeking a head superintendent position. Q: What is your definition of leadership? (Question 1) What does ethical leadership look like? (Question 5) A: Mr. Miniscalco discussed the need for a Superintendent to have a clear vision that serves as the direction for everything the district represents. It was very interesting to hear the perspective that some districts will hire a superintendent because of the new vision that person brings, whereas other districts will hire a superintendent who aligns with their pre-existing vision. Mr. Miniscalco shared how, even though there are political and relational factors to consider, that ultimately a great superintendent and leader must stay true to him or herself in terms of leadership and educational beliefs. Instead of worrying about being hired or keeping a position, the superintendent must be clear about his or her vision of education and present this to the board and to the public. In terms of an individual looking to be hired, one must ask if they want to acquire simply any job or if they are specifically seeking the right opportunity in alignment with who they are as a leader.

Q: How does the Superintendent build a good working relationship with the Board? (Question 8) A: Mr. Miniscalco shared the importance of having clearly defined roles for the superintendent and the members of the Board. He specifically cited the example of Dr. Mike Moses, former Dallas ISD Superintendent and Texas Education Commissioner, who even hired outside consultants to conduct workshops with the superintendent and the board, the purpose of which was to clearly define roles and responsibilities and to help define the working relationship expectations for all parties. By

understanding what everyone expects from one another, this allows a district to lead through logical systems as opposed to emotional chaos. Q: How should Superintendents approach the management of everything from budgets to technology applications? (Question 12) What leadership and management principles help superintendents supervise the physical plants and support systems to ensure a safe and effective learning environment? (Question 13) A: According to Mr. Miniscalco, surrounding yourself with experts, and then developing a trusting relationship with these experts, is essential in supervising the many departments and areas for ensuring safety throughout a district. Mr. Miniscalco cautioned against being the smartest person in the room with regard to overseeing the departments of a district, and relies upon the mantra of trust but verify. By allowing the experts to make their specific insights and recommendations, and by following up on progress, predictions, and suggestions, the experts for specific concerns can be effectively managed to create a successfully running district as a whole.

Q: Discuss the importance of organizational leadership, as well as decision-making and problem-solving skills in addressing (state and federal) compliance areas and maintaining positive change. (Question 14) A: By implementing effective problem solving systems a district will prevent cloudy thinking when addressing critical decisions or challenges. Mr. Miniscalco repeated frequently the idea that the core business of a school district is to effectively ensure the ongoing learning of students. Sometimes in the process of conducting business to this end, there may be some opinionated or emotional concerns that may interfere with the clear focus of the district. To avoid this, Mr. Miniscalco emphasized the need for a systematic problem-solving approach for use when making major decisions of every variety. In selecting a problem solving approach, Mr. Miniscalco recommends a system that tests any proposed idea for its connection to the idea of ongoing student learning. Additionally, Mr. Miniscalco praised the business world for their commitment to this mode of operation, and he recommended the Schlechty Center as an organization that promotes an effective educational model for this type of approach.

Q: What additional experience, learning, or advice can you share to help me develop an effective internship? (Question 15) A: Mr. Miniscalco shared how essential it is to build in time for reflection. In doing the job of the superintendent, the idea is not that a person in this role is doing, doing, doing. Instead, leadership in this role involves the management of others who will do work; leading the systems and processes for large-scale district decision-making; navigating the roles and relationships that regulate district business; and clearly communicating the options, recommendations, and decisions that will impact district success in terms of promoting ongoing student learning . Success will largely be defined by being true to oneself as a leader instead of constantly changing simply to appease the popular and the powerful. Success will

also be defined by minimizing negative perceptions as well as promoting positive perceptions. In all of this, building time for reflection and self-evaluation is vital in growing as a superintendent. My final reflections on this interview experience includes the unique perspective that Mr. Miniscalco offered as a person who currently serves as an assistant superintendent, but who is also constantly thinking about what it will take for him to become a head superintendent. His sharing with me included perspectives on how to get hired for a position for the right position in terms of fit between a district and a candidate as well as how to lead once the hiring has taken place. Another interesting consideration that was shared was the notion of moving for a position. Mr. Miniscalcos own opportunities are limited to his willingness to relocate his family, including a career-minded wife and two school-aged daughters. The notion that an individual who wants to assume the role of a superintendent will likely have to move in order to assume this leadership is still new to me, and is a reminder of the personal commitment to this public and professional role.

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