Guiding Difficult Decisions: Supporting Administrators Through Performance Management
We've all been there, haven't we? As school leaders, we often find ourselves navigating complex situations that require tough choices, especially when it comes to staff performance. It’s a unique challenge when you know a particular course of action, like placing someone on an improvement plan or even considering termination, is necessary for the good of the school, but a colleague is struggling to take that difficult step. You want to be supportive, yet the situation demands resolution.
Understanding the Hesitation
First, let's acknowledge why administrators might hesitate. These aren't easy decisions. They often involve deep personal empathy, concerns about morale, fear of legal repercussions, or simply the discomfort of confrontation. It's a heavy burden to carry, knowing that your decision directly impacts someone's livelihood. As leaders, our role isn't just about managing tasks; it's about leading people, and sometimes that means helping our colleagues lead their people, even when it’s hard.
The Power of Preparation and Documentation
One of the most effective ways to encourage an administrator to move forward is to ensure they feel fully prepared and supported by a robust documentation process. Hesitation often stems from a fear of the unknown or a lack of confidence in the process. We can empower our colleagues by guiding them through the essential steps of building a strong case.
Start by emphasizing the importance of clear, consistent documentation. This isn't about "getting" someone; it's about providing a factual record of performance, feedback given, and opportunities for improvement. Help your colleague gather specific examples, dates, and details of performance issues. This concrete evidence can transform an abstract "feeling" about someone's performance into actionable data.
Focusing on the "Why": Impact on Students and School Culture
Sometimes, the emotional weight of a decision can overshadow its ultimate purpose. Gently guide your colleague to reflect on the broader impact of continued underperformance. How is this affecting student learning? What message does it send to other staff members about expectations and accountability?
It can be powerful to frame these conversations around the school's mission and the well-being of the entire community. When an individual's performance consistently falls short, it can create additional workload for others, lower morale, and ultimately detract from the positive learning environment we strive to create. Remind them that addressing these issues, while difficult, is an act of leadership that protects the integrity and effectiveness of the school. As Jim Collins wisely states in Good to Great, "Leaders must be willing to make the tough decisions, including confronting the brutal facts of reality."
Providing a Clear Roadmap: The Improvement Plan
For many, the idea of an "improvement plan" can feel daunting. Help your colleague see it as a structured opportunity for growth and a clear pathway forward, not just a prelude to termination. Walk them through the components of an effective plan:
Specific, Measurable Goals: What exactly needs to improve?
Actionable Steps: How will they achieve these goals?
Resources and Support: What training, mentorship, or resources will be provided?
Timelines: When will progress be reviewed?
Clear Consequences: What happens if the goals aren't met?
Offer to help draft the initial framework or review their plan. Providing this hands-on support can alleviate much of the anxiety. It transforms an overwhelming task into a manageable project with defined steps.
Emphasizing Support and Due Process
Reassure your colleague that they are not alone in this process. Remind them of the available support systems, such as HR guidelines, legal counsel if needed, and of course, your own availability for consultation and debriefing. Stress the importance of following due process meticulously. This protects both the employee and the school. Knowing that they are adhering to established protocols can build confidence.
Sometimes, a simple role-play of the conversation can be incredibly helpful. Practicing what to say, how to anticipate reactions, and how to respond professionally can make the actual conversation feel less intimidating.
The Ultimate Goal: A Healthy School Environment
Ultimately, the goal isn't to force a decision, but to empower a colleague to make the right decision for the long-term health of the school. By providing comprehensive support, focusing on the impact, emphasizing clear processes, and reminding them of their leadership responsibility, we can help them navigate these challenging waters. These difficult conversations, when handled with professionalism and empathy, are fundamental to fostering a high-performing, accountable, and ultimately thriving educational environment for everyone.
Adam Busch, lead contributor at AWB Education, brings a quarter-century of educational experience to his writing. His background spans diverse roles from classroom teacher and coach to building principal and District Office Director.
