Category Archives: Early Childhood Leadership

It has been said that there are three types of early childhood directors: those who make things happen, those who watch things happen, and those who wonder what happened. To make things happen, a director must have a strategic plan. Strategic planning is the process of developing and maintaining a strategic fit between the organization and its changing marketing opportunities. It relies on developing a clear company mission, objectives, and goals. Continue reading →

In order to open and then manage a child care center, conventional wisdom says that the director must be trustworthy, helpful, friendly, kind, cheerful, thrifty, and brave.
Conventional wisdom also says that the director should be a good planner, evaluator, decision maker, problem solver, conflict resolver, budget keeper, motivator, communicator, trainer, and advocate.
But the most effective directors I have known have other intangible strengths as well. And, they are the true leaders of their programs. Continue reading →

As directors and leaders of early childhood programs, we entered our field with a profound sense of purpose – to craft an exemplary program; to make a difference in the lives of children; and to build a successful business. Often, as the years go by, we can begin to lose sight of our original goal. We can become consumed with the day-to-day hassles, the minutiae, so much so that survival seems our only course. We are, as they say, “in the weeds.” The big-picture has been lost to micro-management. That’s why it is helpful to periodically step back and reassess where we are heading. Spring is my time for reflection. Sometimes, reflection will reveal to us that we need to make some changes in how we do our work. We need to do some spring cleaning in order to get ourselves back to our original sense of purpose. Here are some thoughts for you to consider: Continue reading →

Preparation, preparation, preparation was, and continues to be, the quality standard of bringing our best to work each day. Leaders who are prepared for the conversation, the solution to the problem, the outcome of the situation, the resolution to the conflict, or managing the performance issue will more easily guide others to a satisfactory outcome.

When you are going to give feedback – either positive or negative – preparation is usually more important than the delivery. If I have prepared well (and have, in my mind, anticipated and planned for the many pitfalls and turns the conversation might take), the delivery will take care of itself. To a confident and competent leader, preparation, preparation, preparation is the key! Continue reading →

If you are the director or supervisor of an organization, undoubtedly you have had to address numerous performance issues. This post continues the topic, Giving Feedback. As you navigate one of the most stressful parts of a supervisor’s job, I hope it will be helpful to you. I address some of the potential pitfalls and some of the successful techniques, and encourage you to start practicing. If you have a tried-and-true strategy for addressing concerns, continue to use it! But, if you are the supervisor who would rather let things go, and hope for the best – instead of confronting a performance issue – then read on, begin with small steps, and try it this way.

Once you begin to address concerns in a timely fashion; once you have a template for shaping your words and conversations; and, once you meet with satisfaction and turn a performance issue around by giving feedback, you will be empowered. It gets easier each time you do it. You still have to prepare, but your delivery becomes more confident, and the results more successful. Continue reading →

Many directors struggle with giving constructive feedback to their teachers. Many try to avoid it and hope that poor performance, or even missing a deadline once, will somehow improve on its own. I’m here to tell you that it does not happen on its own. Directors must intervene in some way to bring the problem to light, and to set the appropriate expectation for future performance. What I have learned in managing hundreds of people is that ‘an ounce of prevention is worth a pound of cure.’ In other words, if I can prevent something from happening in the first place, then I won’t have to deal with it later. Time is a precious commodity to the director of a child care center; how to make the most of it is the never ending quest! Continue reading →