Principal Turnover is a Real Problem

Guest post by Al Kingsley CEO of NetSupport, Inc.

Principal Turnover is a Real Problem. Let’s Do Something About it

It seems that every day, there’s a new education survey, a new report, or some new finding, with its authors begging for our attention – a new or ongoing challenge that merits action.

If you’re in any way like me, most of those surveys earn not much more than a nod, a modest affirmation of the issue under scrutiny. Most of the time, we know already. And honestly, the issues rarely change. The investment and attention lines have been drawn in roughly the same places for some time.

But every once in a while, a new survey comes out that truly opens my eyes or refocuses my attention on critical issues in education.

That was the case in August when the Arizona School Administrators (ASA) and Northern Arizona University (NAU) shared the results of a new study on school and district administrator wellbeing.

As a preamble, the report repeated some sobering statistics about school administration retention, which we may have known but warrants repeating. For example, according to research from 2019, in the United States, “principal tenure averages four years.”

That was before the pandemic. I cannot imagine that it has improved.

If you’re reading this, I don’t need to explain why an average principal tenure of just four years is a serious problem and that is where the Arizona information comes back in.

In their survey of nearly 300 administrators and principals in K12 schools, the organizations wrote that while principals found their work meaningful, they also “noted high levels of job-related stress.” According to the survey, “High levels of stress and poor work-life balance are major factors pushing administrators to consider leaving.”

Administrators also told the survey makers that “Top stressors … included heavy workload, staffing shortages, the political climate in Arizona, and lack of resources/funding.” And that “Overall, administrators rated their work-life balance between poor and fair.”

None of that may be entirely surprising. But none of that is good, either.

We founded NetSupport nearly 36 years ago specifically to make educators’ jobs easier. By educators, we included and focused on IT professionals and school administrators, although we do have products used exclusively by teachers. Our products have been designed, installed, and updated across more than 22 million users worldwide because they reduce the burdens on education professionals in organizing and managing the technology in their schools. Over many years, countless school leaders have told us how our products and services make their jobs better and less stressful.

So, being reminded of the extremely limited tenure of principals in the U.S. and seeing the dismal results from Arizona was a bit of a shock. It was, however, not a surprise. I think we all know how stressful and draining education work is. But seeing this dramatic rate of turnover was a rude reminder that we all must do more to make the work of running a school less stressful, to move the needle on work-life balance to at least fair. If we cannot, we are – we will continue to be – experiencing unhealthy and unproductive high turnover among school leaders.

It’s well worth remembering that we can invest all the time, treasure, and technology we wish in classroom interventions and innovations. Yet, if the administrative layer in a given school is constantly in transition, overwhelmed, or otherwise ineffective, we are wasting those investments.

Likewise, we can create all the school policies we want at the federal, state, or district level, and it won’t matter one bit if the corps of school-level leadership is degraded by “high levels of job-related stress.”

The Arizona report offered several recommendations, such as implementing support programs that “Develop comprehensive wellness programs that address both personal and professional wellbeing” and to “advocate for policies that reduce administrative burdens and provide adequate funding for schools.”

That sounds great. And I understand that very few of us can do much about getting the state or other education overseers to create and fund wellness efforts. We also probably can’t do much on funding. But the part about reducing administrative burdens – we can do something about that.

AI and other technologies are getting too good, too fast to continue to leave such a vital part of our education leadership under these burdens, to allow them to roll these burdens and stresses and eventually into professional flight.

All of us in the education technology ecosystem have to be better, faster, and more intentional in making solutions that include principals. Even if new products are aimed, for example, at personalized learning or managing offsite activities, they should all consider how they will contribute to easing administrative burdens on principals. Any edtech product that does not is only doing half the job.

At the same time, those of us who have solutions that can help administrators need to move from raising our hands to energetically waving them about. The ongoing strain and its consequences are too important for professional modesty.

I realize that there are many issues with, and serious threats to, education. But this one – the stress burden we’re placing on principals – needs moving up a notch or two. So do the solutions that can help.

About Al Kingsley

Al Kingsley, the CEO of NetSupport, Inc., writes about school innovation and education technology. He serves in several capacities in local schools and has published four books about education, leadership, technology, and school governance.

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