Philosophy of LeadershipEducation is a clockwork that has many cogs working together to create a masterful vision. The clock ticks and chimes from afar, but many components need to work together for the clock to run. How well the cogs spin and fit together is essential to the overall performance of the clockwork. Each cog has a role and a place within the machine's scheme; however, all the cogs are dependent on each other. A school's clockwork is from the building's appearance to the tiniest details within a classroom; it is the leadership's role to keep all the cogs in balance.
An educational leader, no matter if it is the classroom teacher, a coach on the field, the building administrator, or the superintendent, is responsible for keeping the balance between learning and engagement, having open communication, and fostering positive growth. All of these responsibilities of an educational leader are essential when acting as a change agent. Education is constantly in flux, and a leader must keep the balance while instilling the positive aspect of change. Change is often a challenging problem in the educational environment. The most effective change is made directly in the classroom by teachers for teachers. But this change is only successful when teachers are a part of the process, have buy-in, support from administration, and are given time. Time is the most significant factor that affects an educational system's success, but it is often disregarded. It should be the top thinking point when any decisions are to be made by an educational leader. Educational leaders have many intricate roles to execute in a school, but a leader can only be as good as their communication. Open, transparent communication with stakeholders is vital in creating change, building relationships, and promoting thoughtful instructional practices within a school. A leader will need to accept multiple viewpoints and help with making a choice, but there will be times when a leader has to make a clear, definitive decision. The stakeholders affected by these decisions need to trust that the leadership has been thoughtful, logical, and considerate of multiple perspectives. Education has spent many years in a traditional route. For education to be most effective, it must engage students and communities where they are to support the needs of our diverse learners. School districts must be responsive and open-minded in how they approach meeting these needs. Change is a challenge for many but change is needed for growth. Educational leaders can expand the frontier and begin to look for creative pathways to meet the necessities of our students and provide our teachers with ways to broaden their professional academic toolbox. The role of an educational leader is to foster the strengths of individual teachers and staff members so that they can best serve the students in front of them. As a leader in today's ever-changing academic world, I want to provide teachers, staff, students, community, in fact, all of our educational stakeholders, a dynamic place to learn, grow, and build an educational experience for all. |
CertificationsProfessional Certification: Life and Physical Science (7-12)
Department of Education, State of Maine (2020-2025) Assistant Building Administrator Department of Education, State of Maine (2021-2026) Building Administrator Department of Education, State of Maine (2022-2027) Curriculum Coordinator Conditional Certification, DOE, State of Maine (April 2019) Current Professional RolesDepartment Head, Science
Concurrent Enrollment Approved Adjunct Faculty University of Maine at Augusta, Human Biology 100 & General Biology 110 Eastern Maine Community College, Anatomy and Physiology Bridge Academy - Junior, Senior Cohort Teacher Focused Learning Advisor Junior Advisory Lead Advisor National Science Honors Society (NSHS) Co-Advisor |