reflect prepare impress succeed refl

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principal opening is an opportunity; preparing for it is an invest-
[jlch]cj[fmbcjcmnb_l_mofn ment. A successful interview requires that you create a detailed
plan and take specific steps.
i`][l_`ofjf[hhcha[h^ During your initial interview, you will likely meet with a
screening committee or with one or more central office adminis-
trators, possibly a principal, and sometimes a search consultant.
jl_j[l[ncih( During screening interviews, the interviewers have two general
objectives: First, they want meet the candidates who on paper
appear to match their requirements. Second, they want to select
a few candidates to whom they will give a more comprehensive
BY GENE SPANNEUT interview and the opportunity to demonstrate their skills. It is
to your advantage to be prepared to satisfactorily meet both
objectives.

Reflect
Before you focus on what to do during your interview, you must
have one key piece of information clearly in focus: who you are
as a leader. This can be accomplished by having an honest and
reflective conversation with yourself.
Think critically about your leadership skills and your profes-
sional and personal strengths and weaknesses and weigh each
of them candidly. For example, consider the process you use to
Gene Spanneut
make leadership decisions and provide examples of the steps you
[email protected] use and how you involve others in decision making. Prioritize
Spanneut is an assistant their importance and relevance to the position for which you are
professor of educational applying. Identify what you want to stress during your interview
administration at the
State University of New to highlight your strengths and be ready to discuss what you are
York College at Brockport. doing to improve upon your limitations.

reflect prepare impress succeed refl

reflect prepare impress succeed reflect prepare

flect prepare impress succeed reflect

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Focus on and articulate the vision you have of yourself as • Recognitions, awards, or distinctions you have earned.
an education leader. Then review your leadership platform • Good news notes you send to students and staff mem-
and clarify how the position for which you are applying aligns bers. (Omit names.)
with your leadership goals and objectives. Internalize and use Do not use this portfolio to propose solutions to issues
those two personal philosophies as the foundation for what you or problems facing the school or school system in which you
want to communicate in a meaningful, convincing, and concise are being interviewed, and do not include anything that is
manner during your interview. not directly about you or that you did not personally write or
develop. Keep in mind that your summary portfolio has three
Prepare purposes:
Following your self-reflection, concentrate on preparing for • To showcase how you do things
what you must do throughout your interview. Initially, this • To demonstrate the quality of your work products
includes gathering the materials that will help you during this • To leave your interviewers with a tangible reminder of
important meeting. Some basic but often overlooked items will who you are.
serve you well. First, obtain an unobtrusive notebook and a If you are required to make a presentation during your
reliable pen. Before leaving for your interview, write down the interview, you may need to prepare and take other materials—
questions you want to ask. During your interview, jot down such as handouts, a flip chart and stand, or computer hard-
reminders about questions or comments you may wish to make ware—with you. Do not, however, use equipment or presenta-
later. You will also need a copy of your letter of application and tion materials from your workplace. Doing so sends a negative
your résumé to refresh and refocus your thoughts just before message about you and your sense of stewardship.
your interview.
You will also need some materials that will require more Impress
thought and work. Talk to the district’s contact person to obtain The interview will probably fly by, so it is essential that you
the names and titles of the people who will be interviewing you. have a plan to help you remember all that you need to. The fol-
Well before your interview, create a succinct and professional- lowing steps will help you be seen and remembered as a viable
looking summary portfolio that is tailored to the leadership candidate.
requirements of the position you seek. Prepare enough copies Dress appropriately. Wear clothing and shoes that are pro-
to give one to each person at the conclusion of your interview. fessional, conservative, and comfortable. Also ensure that you
The cover should be simple, appealing, and relevant. It should are neatly groomed.
also list each interviewer’s name and title. Your name and the Make your arrival a positive event. Never be late, but don’t
date should be obvious, but not overstated. The contents should get there too early either. Ensure that your vehicle is clean, neat,
include a few carefully selected, recent examples that illustrate and appropriate for the community and the school.
your leadership style, such as: When you enter the building where the interview will
• Professional correspondence that you send to students, be held, politely introduce yourself to the receptionist or the
parents, staff members, colleagues, and superiors. (Be person who is there to meet you. Always acknowledge the staff
sure to omit names.) members in the building with a smile and a pleasant greeting.
• Complimentary news articles about your leadership or Never forget that you are on display from the moment you ar-
professional accomplishments. rive until you leave.

44 PL May 2007
flect prepare impress succeed reflect

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Capitalize on your introduction. Make eye contact, shake interview is a serious event, don’t forget to smile and enjoy the
hands firmly, and acknowledge each person by name. Before opportunity at hand. Use humor if you can do so appropriately
you arrive, memorize the names of the people who will conduct and tactfully, but don’t go overboard because you do not want
your interview so you can connect names with faces. Remem- to be remembered as eccentric.
ber to refer to each person by his or her courtesy title and last Give direct answers. Maintain eye contact as you listen and
name throughout the interview unless you are asked to do speak. Visually engage every person instead of focusing on one
otherwise. or two individuals and ignoring the others. Avoid jargon and
Communicate your presence as a leader. Be conscious of slang. Do not provide too little information, do not elaborate
the tone and volume of your voice, eye contact, facial expres- too much, and do not supply extraneous information. Your
sions, posture, body language, and gestures. Your actions must answers must align with what you said in your letter of ap-
support the information and the answers you provide. Have a plication, résumé, and any other materials you have provided
mentor or a trusted friend critique you as you rehearse for your or will supply. If you meet with more than one person or more
interview. than one group during your interview, be consistent in your
Sit appropriately. Be seated where you are shown or told answers.
and at the right time. Take your cues from the person who is Seek clarification. If you don’t understand a question, don’t
facilitating your interview. If you are not told where to sit, then hesitate to ask for clarification. If you don’t know an answer,
politely and respectfully ask. Continue to be aware of your say so and carefully consider whether it would be fitting to
body language, posture, and expressions. Although you do not discuss a clearly similar topic or experience. If you do, you
want to be seen as anxious or restless, you don’t want to be too must be able to quickly draw logical and clear connections
reserved either. Your movements add emotion and emphasis between the initial question and your alternative response. This
to your words; be aware of and use them to your advantage. is tricky; do so with great care.
For example, leaning forward as you respond to a question can Ask great questions. When and if you sense it is suitable
convey interest or enthusiasm. and timely, ask a few questions. This should be done sparingly,
Recognize that the first five minutes are decisive. During though. For example, following your response to a question
this time, the interviewers will form an initial impression about regarding school security and safety, you could ask about the
you. Make it a positive one and consciously work throughout nature of relationships between the school and the local law
your interview to maintain it. Although you may be nervous, enforcement agencies. Toward the end of the interview, your
don’t allow your words or actions to convey it. Although you interviewers may specifically ask whether you have any ques-
need to focus on the people and the experience, you also must tions. You should already have some written in your notebook.
pay attention to remaining composed and confident in your Ask questions directly and intelligently. For example, you
demeanor and expressions. might inquire about the types of staff development activities
Be an active and attentive listener. Do not take a cell that are available for administrators.
phone, laptop computer, or personal data device into your in- Make your exit as positive as your arrival. Have a short
terview. Give your full attention to the people who invited you and clearly worded closing statement prepared and distribute
to meet with them. your summary portfolio documents. Thank the interviewers
Exude poise and confidence, but not cockiness. Be per- for the opportunity and state that you are looking forward to
sonable, polite, and professional at all times. Although your hearing from them. After you have finished, go to each person,

PL May 2007 45
reflect prepare impress succeed refl
make eye contact, shake hands, acknowledge him or her by On the other hand, if you decide the position is not the
name, and smile and say thank you. Do not linger too long or right one, call the contact person immediately to say that you
leave too abruptly. Leave the building promptly and drive away. are withdrawing and thank him or her again for the opportu-
Reflect. Immediately after your interview, reflect on all nity. It is possible that the contact person will ask you about the
that transpired from the time you arrived until you left. On reasons for your decision, so be prepared to provide a tactful
the basis of what you knew before your interview and what and candid answer. Follow up your conversation with a con-
you learned during it, list any new or unexpected information. cisely worded letter of withdrawal.
Write down as clearly as possible the focus of the questions you
were asked and how you responded. Use the information to Succeed
identify specific content areas, issues, and topics that may come Participating in an interview is a privilege. It is the result of
up in the final interview. your deliberate and thoughtful research, attention, and hard
Decide. Ask yourself whether your leadership skills and work. Relax a bit while you anticipate receiving a positive tele-
abilities align with the requirements for the position as defined phone call. When that occurs and you are invited for the final
during the interview. List the pros and cons regarding those round of interviews, you should have already begun to review
factors and about the people you will be working with and for. all that you did to plan for your initial interview. Now, use
Use that list to decide whether the position is the right match what you learned and experienced during the first interview to
for you. Make your decision promptly. If your decision is posi- design a more-focused plan. This further investment of your
tive, prepare to be contacted and invited back as a finalist. Mail time, energy, and effort will not only prepare you for your final
the contact person a tactfully worded professional letter of ap- interview, but also it will be an asset when you are selected as
preciation for the privilege of your interview and indicate that the new principal. PL
you are looking forward to hearing from him or her.

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46 PL May 2007