Leadership Matters - January 2013

Westerhold Profile ————————————————————————————

for a school superintendent, Westerhold agreed. “Communication is the key with your stakeholders,” said Westerhold, noting that holding community

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who was an elementary school principal in Elgin before Westerhold hired him to be director of human relations seven years ago. She promoted him to assistant

meetings was a major factor in the success of the district’s “Master Plan” to renovate its aging facilities to help create a 21 st century learning environment. “You have to build up trust and one way to do that is to understand that communication goes both ways. Listening is so important, and you cannot just listen and say ‘Thank you’ and then go off and do whatever you want.” Communicating with the

“When you talk 46 percent of our students coming from low-income families, that’s a bit misleading. There are

superintendent and then to his current role three years ago. He said her management style makes it a fun place to work – and yields results. “She plants seeds, sets the direction and then she allows you to do your job,” Hertel said. “She is always on top of what’s happening, but she doesn’t micromanage.” One of those seeds was planted six years ago when the district

the students who qualify as ‘low- income,’ and then there are those that come from deep poverty. As a nation I think we are really missing an opportunity because the needs of those students in deep poverty are so significant. There has to be a way to better identify those students and try to help them.”

Dr. Jane Westerhold

undertook the difficult task of creating a new teacher evaluation tool. So this year, when the new education reform laws were required to be implemented, the Des Plaines district was well positioned. “We tweaked the plan some this past summer, but I would say we were about 95 percent ready when Senate Bill 7 passed,” Hertel said. “It was done in a way that our teachers were very comfortable with it and it has been a positive thing, especially for our students. We still need to add the student growth component, but we have a great working relationship with our teachers.” The ability to build trust among stakeholders is one of Westerhold’s strengths.. “Providing effective leadership for teaching and learning in the 21 st century is a complex responsibility that requires effective communications both within and outside the school district,” said Murphy, the board president. “Dr. Westerhold actively develops communication channels that support the success of our diverse population. She works hard to create an atmosphere of trust and mutual respect with the staff and community, an area that was of significant concern before her arrival.” Effective communication is absolutely essential

school board is at the top of Westerhold’s list. “You have to have the board and the superintendent on the same team when it comes to working on what is best for children. It’s critical, and it’s one of the areas where new superintendents tend to struggle because no other job really prepares you for that part of being a superintendent.” When Westerhold assessed the challenges facing education, aside from the state funding crisis she identified poverty as one of the biggest problems, one that seems to be getting worse. “When you talk 46 percent of our students coming from low-income families, that’s a bit misleading,” she said. “There are the students who qualify as ‘low-income,’ and then there are those that come from deep poverty. As a nation I think we are really missing an opportunity because the needs of those students in deep poverty are so significant. There has to be a way to better identify those students and try to help them.” It’s that focus and drive – fueled by the image of Sean, the second-grader knocking on her window to come in from the cold – that makes Jane Westerhold the type of school leader befitting the title of Illinois Superintendent of the Year.

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