I graduated with my BEd in 2002 and with my Masters in 2024. I finally fulfilled what I thought was impossible…getting a graduate degree. Statistically the numbers were against me as Indigenous peoples’ rate of graduating from a post secondary school are pretty low. Not only that, my undergrad GPA was not the greatest and I was told several times I needed to upgrade to get into a masters program. I achieved what I thought was impossible and was accepted into a graduate program. Not only was I accepted and excelled…I graduated with a 3.97 GPA. Achieving such a feat was not easy. Within the first couple of days of my masters my dad was airlifted to the provincial capital. He had emergency surgery on his spine. This surgery was one of five in total. He has cauda equina, a debilitating condition that can lead to permanent problems. During the time I was away my cat needed a lifesaving operation. I thought I was done with the negative events over, however my husband had a heart attack after I returned from my first summer on campus. Over the course of the next two years my family encountered more setbacks: my dad required more surgery, he cannot live at home, and lastly and most heartbreaking, my husband passed away…it was our 15 year old son who found him and we are still healing from the trauma and loss.
As you can see the last few years have been very trying to say the least. When I was offered vice principalship I was happy but it really did not sink in given all the events that occurred. I was pleased that I finally was able to achieve a dream of mine. Little did I know, it was going to be an experience unlike anything I had experienced before.
The year started off in a seemingly positive way. I met the principal and we seemed to be on the same page. As a leader, relationships has always been a high priority for me especially given the area we live in. The Indigneous population in the area is quite high and the mistrust of the education system is very evident. Building relationships with all stakeholders is key to bridging that gap and develop trust. I figured we would have a good year based on the initial conversations. He seemed like a good person with good intentions.
My first red flag occurred during the first staff meeting with the high school and outreach. The principal told all staff members that he did not apply for the job, he was chosen by the superintendent. He was supposed to clean up because it was such a mess. When he was telling us this I thought to myself, oh yikes, this is not a way to start a meeting or make a first impression. I cringed listening to him and felt secondhand embarrassment. To me, it came across as very entitled and arrogant. I dismissed it hoping that it was a one off.
By December I was seeing more and more evidence of us not being on the same page. I felt that whenever I shared my perspective, it was not acknowledged or considered. In meetings with him it was mainly him talking. Many times I heard the same stories over and over again. He often would say that the students like him and always tell him that he’s different from the other admins in the past. He spoke highly of himself and quite often. It was like a broken record playing over and over again. I heard it in different contexts and with different people. My father often talked about “leaders” like him. He called them “I, me, my” people. Those are the ones who talk about themselves all the time and how they’ve done this and that. They never talk about the team or others in the team who have contributed. This type of leadership which was very self centred was not effective in creating a collaborative or supportive environment, leaving valuable perspectives overlooked and voices unheard. I talked to him about transparency, communication, and collaboration and when they are not present it can lessen trust. He told me not to use the trust and in the same sentence told me I needed to trust his vision. 🤷🏽♀️
I began to pay close attention to the words he said and often found that he was not truthful. At the presentation to the board he spoke of teachers wanting to have a weekly newsletter. I found out that the teachers did not agree to this, rather it was pushed on them. The board asked how many pages the newsletter was and he told them 2-3 pages. What? No. The newsletter is 7-8 pages. He flat out lied to the board and the superintendent.
I noticed the lies seemed to be rather frequent. He seems to be a pathological liar, as he fabricates stories to create the illusion that he’s a good educator. In all my years of education I have never crossed paths with someone like him. I’ve had some bad leaders but never like this. This situation was not something I ever came across while taking my Masters in Educational Leadership. We discussed all sorts of leadership but never to this extreme. This was not something I was prepared for and it was something that deeply bothered me. Leaders are not supposed to demand that people do not question them and do as they say. That’s not leadership, that’s dictatorship.
This is not something I expected in leadership. My hope was that I would be part of a team to move the school forward. Instead I am not valued and looked at like I am beneath the principal. In one meeting I was taking some notes because lately he has been making notes afterwards and sending them in emails. He does not accurately capture the meeting and adds information that he did not talk about. When I was taking notes for myself he demanded that I write down something…he demanded twice. I am at a loss as to what to do because I have spoken up and the issues I see have not been addressed. We have to get along and the district is even supplying us with someone to help us move forward. How do you trust a leader who is not truthful and is demanding? How do you move forward when you are not a part of the team and looked upon as servant? This is not something I ever imagined leadership to be…