Choosing Reform-Minded Urban Superintendents
If I had to choose an urban superintendent between Michelle Rhee in Washington,D.C.(2007-2010) and John Deasy in Los Angeles Unfied School District (2011-2014), I would choose Christopher Steinhauser, Long Beach (CA) superintendent since 2002. Why? Because Rhee and Deasy were sprinters in a job that requires marathoners like Steinhauser. Both Rhee and Deasy knew that teachers were the linchpin to achieve any degree of success and both ended up alienating the very people they depended upon. Steinhauser and his predecessor, Carl Cohn, who had served a decade earlier built close ties with their teachers over two decades.
Why are there so few long distance runners among urban superintendents? Answer: Sprinters want 180 degree change fast; in doing so, they rarely gain respect and confidence of teachers; marathoners work with teachers steadily from day 1 of their tenure.
Boston’s former superintendent Thomas W. Payzant, Carl Cohn of the Long Beach, Calif., school district, and Laura Schwalm of California’s Garden Grove Unified School District served a decade or longer. To be sure, these long-serving chiefs were beset with problems that went unsolved and criticism that stung but all of them remained quietly and steadily effective. Their teachers, by and large, were supportive of their school chiefs’ efforts even when local teacher unions disagreed with parts of each one’s reform agenda. These superintendents sought incremental changes moving carefully and slowly toward their goals walking hand-in-hand with teachers and their unions.
Sprinter superintendents, however, embrace a reform agenda that assumed what existed in each of their districts when they became school chiefs was awful and had to be dumped. They refused to be identified with the status quo. Out with the old, in with the new. And fast. The “new” and “fast” meant swift fundamental change, especially with teachers and administrators. On the Richter scale of reform, fundamental change translated to major earthquakes of 7.0 and above. No changes that registered as tremors.
So Rhee, appointed by D.C.’s elected mayor, Adrian Fenty, fired both teachers and principals within the early months of her brief tenure in D.C. She pushed through new salary arrangements where experienced and effective teachers would increase their salaries dramatically but would have to give up tenure in exchange. As a former Teach for America alumna, she relied upon recruiting from that pool of new teachers and elevated other alumni to administrativeposts.Her statements about teachers and administrators who had been in the D.C. schools prior to her arrival were tinged with disrespect for their work in Choosing Reform-Minded Urban Superintendents | Larry Cuban on School Reform and Classroom Practice:
