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Lesson 5: The Principal as Visionary
Strategic Thinking and Planning
Given the importance of strategic thinking and planning to the success of school improvement efforts and, ultimately, to student achievement; it is no surprise that vision setting is first on the ELCC, PIL, and ISLLC lists of leadership standards! A clear vision with well-aligned goals and strategies is essential to organizational success, but what is not always clear is exactly what is meant by the term vision. How does a school’s vision differ from its mission? How do the values of the school community affect the strategic plan?
Districts and schools are often required to create statements of their mission, vision, and values as part of their strategic planning process. In the Pennsylvania Department of Education’s Comprehensive Planning: District Level Planning Offline Guidance Tool, dated September 28, 2012, the concepts of mission, vision, and values are explained as follows:
Mission Statement
A mission statement describes who you are and what you do; however, more fundamentally, it defines the purpose of your organization as a whole. Unlike a vision statement (which answers the question “What do we want for our future?”), a mission statement addresses the question “Why do we exist?” When creating your mission statement, it is helpful to begin your responses to that question with the infinitive “to” be followed by an action verb, such as “provide” or “foster.”
Criteria for an Effective Mission Statement include:
- Short and sharply focused
- Clear and easily understood
- Defines why we do what we do
- Defines why the organization exists
- Sufficiently broad and general
- Provides direction for doing the rights things
- Inspires our commitment
- Says what we want to be remembered (PDE, 2012, p. 10)
Vision Statement
A vision statement describes the district’s vision for the future if your organization is successful in its mission. Meant to inspire, the vision statement provides a vivid portrayal of a bright future; however, its aspirations should be realistic and clear. When creating your vision statement, it is helpful to begin your responses to the question “What do we want for our future?” with the preposition “for” as in “for all students to…” Lastly, consider how you will create a 21st Century Learning Environment for students and staff. (PDE, 2012, p. 11)
Shared Values
Shared Values are the core tenets shared by your stakeholders that drive your organizations culture and commitment. Unlike the mission statement (which answers the question “Who are we?” by describing what you do), a Shared Values statement addresses the question “Who are we?” by examining what you believe. When creating your Shared Values statement, it is helpful to begin your responses to the question “What do we believe?” with the relative pronoun “that” followed by a declarative sentence as in “that all students can…” (PDE, 2012, p. 12)
Given these definitions, one can assume that shared values should be fairly stable over time. New learning and insight can certainly alter beliefs; however, unless new research, understanding, etc., have significantly changed the organization’s belief system, its values are likely to remain fairly consistent. Likewise, the mission statement defines the organizational purpose and is also frequently stable over time. The vision, on the other hand, provides the current organizational direction for growth and improvement. Specific goals and strategies are established and implemented in an effort to achieve the vision. Wilmore (2002) illustrates the relationship between a clear vision, goals, and strategies and the resources needed to achieve them in Figure 4.1 below.
Obviously, as shown in Figure 4.1, the vision drives the identification and implementation of goals and of strategies to achieve those goals. However, to enable the vision to be accomplished, the necessary resources also need to be identified and budgeted. When there is a clear, shared vision, all stakeholders recognize the ultimate direction of the organization and understand what is needed in form of finances, time, effort, etc., to achieve it. If there is not a shared understanding or “buy in,” then stakeholders may unintentionally—or even intentionally—work against the vision.
It is the role of the principal to work collaboratively with all stakeholders to develop a shared and supported campus vision of where the school community wants to be rather than where it is. It is imperative that multiple stakeholders participate in the development process. People support what they help to build. Once the vision is developed, it must be articulated (communicated and marketed) and implemented (put into action). It is the responsibility of the principal to be a prudent steward of the vision within the school community by being the voice of and advocate for the value of education for all learners. (Wilmore, 2002, p. 114)
In the paragraph above, Wilmore is essentially describing the four steps in visioning, as derived from the ISLLC & ELCC standards. The first step, developing the vision, requires the establishment of relevant goals and strategies to enable attainment of the vision. Next, articulation of the vision involves communicating it broadly so that all stakeholders are aware of the plan. Third, implementation of the vision requires the empowerment and involvement of those stakeholders. Finally, stewardship requires ongoing efforts to provide support and encouragement and to sustain momentum.
Questions for Further Study and Reflection
Visit the Comprehensive Planning page on the Pennsylvania Department of Education’s website (or, for non-PA residents, visit a similar website from your own state or country).
In particular, explore the “CP Resources” → “Offline Guidance Tools.” See PIL Legislation FAQs.
- What are the components of a District Level Comprehensive Plan?
- How is the School Level Plan similar to the District Level Plan? How is it different from it?
Examine the mission and vision statements being posted for the Lesson 3 Participation Assignment.
- Do the mission statements that are posted define the organizational purpose?
- What is the organizational purpose of an educational institution?
- Do the vision statements that are posted provide direction for the organization?
- How do the shared values of the stakeholders influence the mission and/or vision of the organization?
- Why is it imperative that vision and goals be developed collaboratively by the stakeholders instead of by the principal independently?
- Select one of the vision statements. How would you facilitate its articulation, implementation, and sustainability?
Sources
Pennsylvania Department of Education. (September 28, 2012). Comprehensive Planning: District Level Planning Offline Guidance Tool. Retrieved from http://www.portal.state.pa.us/portal/server.pt/directory/offline_guidance_tools/183652
Wilmore, E. L. (2002). Creating the vision of a collaborative learning community. In Principal leadership: Applying the new Educational Leadership Constituent Council (ELCC) standards. (pp. 19–24, 36). Thousand Oaks, CA: Corwin Press, Inc.