Sparks flew during the night's second interview as powerful storms knocked out transformers and plunged the meeting room into darkness in the midst of Michael Looney's interview. The entire board was forced to move into the lobby for the bulk of Looney's interview that lasted past 10 pm.
Looney, current superintendent of Butler County School District in Alabama, never lost focus during his interview despite the power outage, cited specifics when asked, displayed a sense of humor, and communicated throughout the evening his passion for education and achieving greatness.
"Curriculum is what makes my blood pump. Instruction is what excites me," Looney said regarding closing achievement gaps. "I consider that to be my specialty." Looney went on to cite double-digit improvement numbers in math and reading as examples of his leadership in that area.
An almost eight-year veteran of the United States Marine Corps, Looney was born in Germany and moved to the US when he was in the fourth grade. He shared that he became a serial runaway from an abusive parent, found himself homeless and living under bridges, spent time in juvenile hall, and earned a GED before enlisting in the Marines as soon as possible. From there he earned a college degree in business administration and while taking night classes towards an MBA, a friend of his wife's -- a friend who happened to be a school principal -- suggested Looney become a substitute teacher. That led to a job as a teacher, then an assistant principal, a principal, and now an administrator.
Looney went on to share that he has completed all of his doctoral course work, has defended three of the four chapters of his dissertation, and expects to defend the final chapter this October. He is a married father of four, and three of his children are still in middle and elementary schools.
"If you're satisfied with the status quo, don't hire me," Looney stated at the very start of his interview. "If you're satisfied with where you are, don't hire me. I define leadership as facilitating thoughtful change. If you're looking for somebody just to keep the ship steady going down the same path, slowly turning, I'm probably not your guy."
In terms of his visibility within the district, Looney said he's a "boots on the ground type of manager" and explained how he personally taught reading one hour a day for nine weeks while implementing a new program because he wanted to be familiar with what was being asked of the teachers.
Looney discussed cutting utility bills in his district by 40 percent in order to maximize dollars so that, if possible, cutting athletics, arts, extra-curricular activities, or personnel didn't need to be an option. "I value the whole child and all the elements that make the whole child equally," Looney said.
Asked about his vision, Looney responded, "It wouldn't be my vision. I don't have any magic bullets tonight. What I can offer is a fresh perspective, boundless energy, and a passion for lifting up students. I have a laser focus . . . I can communicate a collective vision." Pressed on his personal vision, Looney said, "Excellence in academics, arts, and character. Educating the whole child. Good is not good enough. Above average is not good enough. Excellence isn't good enough. You all can be perhaps the best district in America."
A subsequent follow-up question asked Looney how important it is to be a visionary. "I think it's imperative," he said. "You have to be a visionary but you can't ram your vision down people's throats. . . . A leader needs to facilitate improvement change over time."
Looney said that one way he accomplishes goals and earns the trust of his colleagues, teachers, parents, and students is by giving out his cell phone number to everyone.
"I have three rules of engagement for using that number. Don't call me before 5am, because I'm getting kids ready for school. Don't call me after 9pm, because I'm reading bedtime stories. And don't call me over someone else's head," he said.
Such a policy of accessibility led to having a high school senior with no place else to turn move into the Looney's home last year and live with them for nine months before graduating. "It was a great experience for him and us," Looney said.
"You will not find another superintendent in America that will be more engaged, involved, and available to your constituents and students than I will be," Looney said. "I live, eat, and breathe the school business."
Asked about charter schools, Looney said, "I am an opponent of charter schools. I think that any time the federal government gets involved in local issues it's a bad idea."
During the course of his interview, Looney referred to Rigor, Relationship, and Relevance as being key elements of success in achieving goals.
"I've got to challenge this board's thinking -- if I don't do that we're not going to be successful," he said adding that the board must challenge his thinking in the same way.
On the topic of making decisions that may be publicly unpopular but educationally necessary, Looney said, "The outcome to me is secondary to the process. If you involve people in the process, more times than not you're going to have buy-in to the outcome."
A follow-up question on whether or not Looney expected to find "low-hanging fruit" ripe for improvement in Williamson County was answered without hesitation. "Absolutely. Look at your math scores," Looney said. He went on to say that he would like to have a discussion about not just meeting Tennessee's state requirements for graduation, but exceeding them. He added that the central office's primary role in a school system is one of support.
"I view 'principalship' as the single most important determinant of a school's success," Looney said.
The three critical issues Looney cited as facing the district in the next five years are: funding, the continued growth of diversity and emergence of foreign language speaking students, and "The continued decline in our nation's morals."
Asked why he was the best candidate for the job, Looney was direct.
"I am the perfect candidate. I'm young, I'm energetic," he said. "Frankly, this is a dream job for somebody. Being the best in Tennessee isn't good enough. I don't want you to be satisfied with that. . . . You're good. You're really good. I will not rest, nor will I leave, until you're better. . . Leadership is about change, it's about not staying static. There's a need to keep moving the bar higher and not being satisfied with what you've got."
While Looney said he believes the role of technology is important in the classroom it is, ultimately, just another tool.
"It's not a replacement for instruction," he said. "There is no replacement for a good teacher that has mastered the art of teaching, is a technician of teaching, and is a surgeon -- who can dice and slice to diagnose a problem and fix it."
Dr. Carroll, current superintendent of Limestone County Schools in Alabama, told the board, "I hold myself accountable for every decision that I make and every word that comes out of my mouth."
Asked the difference between a leader and a manager, Dr. Carroll said, "There is a fine line between leading the band and being marched out of town. You don't lead by being a dictator . . . lead people by influence."
Regarding his visibility within the district, Dr. Carroll said his goal is to spend 50 percent of his time in the office and 50 percent out in the schools. Asked directly about creating individualized learning plans for all students Dr. Carroll said, "I'd love to do that."
On diversity Dr. Carroll shared that he was the second ever white football player at Alabama A & M University where he played for four years and graduated in four years. That experience gives him a special perspective on diversity he explained.
On the issue of charter schools and magnet schools, Dr. Carroll said, "Personally and philosophically I'm not in favor of charter schools."
As for developing and prioritizing a budget Dr. Carroll said there were three questions that must always be asked: Is it good for kids?, Can we afford it?, and, Is it going to improve student achievement?
Dr. Carroll stated, "This is not your school system and it's not mine. It's the people's school system," while explaining how short and long-range goals must be developed by the entire community.
Achievement gaps, Dr. Carroll said, can be divided into two types: gaps resulting from socio-economic, racial, or gender differences; and a global achievement gap. "The number one reason for drop-outs in America is boredom. We're boring kids to death. We should be teaching our kids for our future, not for our past."
Dr. Carroll went on to explain that we must learn to use technology to teach kids the way they learn -- in a multi-tasking environment. He said his teenage daughter, when asked what she did in school, will talk about listening to a lecture and taking notes. Prior to being asked the question though, Dr. Carroll said, his daughter is surfing the internet, listening to an iPod, and text messaging on her phone with the television on in the background. That's a stark contrast from how we expect kids to learn, he said.
Asked what the greatest compliment those in his district would pay him, Dr. Carroll said, "They've never seen me without a suit on. He dresses professionally every day and he acts professionally every day."
Regarding critical issues, Dr. Carroll said that technology and how to utilize it would be one along with national standards and assessments and a restructuring of the "antiquated school day". Dr. Carroll said he believes in finding new ways to meet the needs of kids spanning everything from interactive videoconferencing to flexible school hours and even weekend school -- "If we can fund it."
Dr. Carroll described himself as very competitive as an individual and expressed what he would like to see the district achieve. "Williamson County is a great school system. Our goal is to be the greatest not in Tennessee but in the nation. . . . There are those districts that are getting better and there are those that are the others."
In conclusion Dr. Carroll stated that his experience, background, knowledge, expertise, and vision would help propel Williamson County Schools from "great to greatest". Asked specifically what district he currently considers to be the best in the nation, Dr. Carroll said, "Fairfax County is a pretty good district."
Interestingly, Dr. Terri Breeden (one of the two finalists rejected by the School Board for the Director position earlier this year), and current semi-finalist Dennis Dearden have worked in administrative positions in Fairfax County recently. While Breeden was rejected, Dearden is still in the running for the Williamson County position.
The final semi-finalist interview, with James Wilson of Georgia, is set for tonight at 6pm in the Administrative Complex in Franklin.
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Mr. Looney is great at interviews. I jumped on his bandwagon as soon as I saw him interview here in Butler County. Here is where you may run into trouble...Teachers by and large, do not like him. He really tries to micromanage the county. Some things he's done have been good, some, questionable, and frankly seem aimed at making him seem appealing to the world outside Butler County. Resume building, if you will. Yes we have some beautiful buildings, but inside there is evidence of very poor planning, for example, our new Kindergarden building has fewer classrooms than the old one! He does not like to be challenged or questioned about anything, he becomes quite defensive. I actually like him as a person, but as a boss, not so much. Just my two cents worth.
ReplyDeleteThe comments above are correct and right on target. Based, however, on what I have read and been told by family who live in the Brentwood-Franklin area about the Williamson County school system, Mike Looney is the person for the job. I do not like the man personally but in all honesty I must "give the Devil his due" by saying that he has done a great job for our school system. That, after all, was what he was hired to do. The WCSD will do a good day's work to hire him.
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