McKersie Is a Man on A Mission

The first week of Dr. William McKersie’s tenure as Greenwich Public Schools Superintendent started with what he knows best – connecting. “I am a connector,” he said with a smile. “My whole career is about connecting.”

And Greenwich offers the new super plenty of opportunitues to connect with the district's issues, challenges and successes. McKersie divulged that his approach to issues is to “land the plane and then elaborate” and time will tell what his landing record will be or whether, in his words, “the proof is in the pudding.”

Different Kind Of Boots On The Ground

McKersie’s impressive and varied resume includes a “30-year record in education” which he says “bears out” that despite his little classroom experience, he will be able to relate to the issues faced by the district. “I am confident about my ability to lead teachers, principals and parents,” McKersie said.

McKersie called himself a “career educator” with what he referred to as a “hybrid background” that includes everything from high level federal government work (peer reviewer for Race to the Top), successful foundation work (Cleveland Foundation) to a college professor, a licensed coach for 5-9 year olds and even a “dorm head” for 40 boys. In fact, he referred to his experience as a “triple threat”—administrator, coach and dorm head. (Please see video 1.)

McKersie's most recent stint was that of associate superintendent for academic excellence for the Boston Archdiocese, which is comprised of 122 schools and 42,000 students. The 52-year-old said that after the Greenwich interview team left the Archdiocese, they could say that the 4,000 teachers of the system “knew me.”

McKersie was appreciative of the interview process provided by the Greenwich recruiting team which not only revealed “who I am and where I am from,” but that the private dialogues allowed for “honest discussions of who I am and what I need.”

Laying The Foundation

Much of the super’s work has been “hands on” in foundations including the Joyce and Cleveland foundations and well as being “intensively involved in Chicago” spending two years at Cleveland Heights Public School System, which he explained gave him the background experience to be “comfortable” in a public school system.

But how will McKersie’s foundation work during which he awarded over $27 million in grants, translate into the Town of Greenwich budget process which can be challenging even for seasoned budget gurus? Crediting the Board of Education for their “wonderful due diligence” in their introduction to the budget process, McKersie said he intends to draw upon his “multi-million dollar foundation experience in Cleveland Heights” and a “decentralized budget for the 122 schools in Boston Archdiocese.”

He added, “You don’t come out of working in the foundation world, at Harvard (University) and the Archdiocese successfully without knowing how to work on budgets.”

“Specifics Matter”

Citing the need for a “keen sense of a clear strategy,” McKersie said he intends to approach the budget strategically as it relates to the common core curriculum, taking the “$135 million budget and drawing the threads back; how is it going to advance our work at the highest level?”

In addition to raising money for foundations, his past roles were focused on school and academic reform initiatives. Relating this to Greenwich, which has been under the community microscope for stagnant test scores and the achievement gap among minority students, McKersie asserted the district needs to  “talk about the good news – we are moving forward and upwards with 85-90 percent of our students are at least at goal.”

As for the positives, McKersie said he wants to “be explicit about it – here is what we are doing well” and for other issues, he intends to “embrace it” stating “we do have an achievement gap.”

McKersie said he has seen other districts “tear” themselves apart otherwise. “I will not let that happen here,” he added. McKersie wants to explore what “approaches are out there that can really help us get leverage and embrace the diversity of our students.”

Expectations Eat People Up

McKersie said that his predecessor has been “incredibly useful” in preparing the Super’s seat for him. Revealing that interim Superintendent Roger Lulow paved the road for him. "Bill, I am trying to do you a favor and tell people ‘he is just ok’,” which McKersie said is “setting expectations at the right level” and that “change and improvement take time.”

The school system has had an unfortunate history of consistent and frequent turnover at the superintendent position with the inevitable 3rd year mark as  the toughest hurdle to overcome as was seen by the last three non-interim superintendents.

“That is not going to happen here”

McKersie is here for a long haul stating that “I would not have moved my family here if I wasn’t not committed (to stay) until Riona gets out of high school.” McKersie and his wife are shopping around for a pre-school for their four-year-old daughter.

His honesty, as seen in his comment that “I am going to make mistakes” is matched by his candor in describing the community here as having “a lot of energy, spirit and spunk.”

And despite being brand new, McKersie reveals “everything feels familiar” already—an impression that he shared with his 82-year-old father, who responded told him “you have building to this of 30 years.”

He attended the BET Audit Committee Meeting last week and was basically forewarned “we are going to bird dog you,” he half joked, but retorts that type of signal only serves to “energize” him.

McKersie says bring it on; “I am ready to get hit hard with the tough questions.”

Trust Among Stakeholders

McKersie referred to the book “Trust in Schools” by Anthony Bryk as if it is the key to the kingdom. “After 4 days here, I am building trust” referring to the building staff, teachers, parents and community members. “We have to support each other” during the challenges and keep working to "make forward movement during the rough points”

Clearly McKersie believes that “accountability matters,” but said “trust doesn’t mean accountable” and “trust is center.”

McKersie even rhetorically asked "is the board too active, too involved?"

“That is Greenwich” he responded to his own question stating that the board has a lot of ‘umph.’

Looking Forward

While McKersie doesn’t want to comment on his predecessors, he is well aware of  the relationship between the Board of Education and the past two non-interim superintendents as they were well publicized as often being adversarial, non-productive and non-trusting.

McKersie said the partnership between the “super and board is complicated across the nation. Greenwich is not alone.” Having said that, he quickly reiterated is that he has only worked in complicated places once again referring to that “hybrid” background.

At the top of his list, as “first order of business”, is to forge a good  relationship with the board collectively and individually. When it comes to how people feel, McKersie states that “intensity gets intense” but reveals “I have a lot of passion myself” and “I can turn it up to high notches.”

I was much more attracted to Greenwich

McKersie is proud of his appointment explaining that he always planned to be a superintendent “one day” and built his career to "springboard” to the position when the time was right.

Referring to his network of friends, collegues and advisors in the world of academia, McKersie was given advice on his quest for the Super Seat; “getting though the process to be a super is fickle; you have to have multiple applications” in play.

A headhunter called him about the Stamford public schools  superintendent position, and then he was called about Greenwich. At the same time, McKersie was one of several finalists for the Barrington, RI superintendent's job, “Greenwich was gelling” which led him to ultimately withdraw from Barrington.

McKersie said he knew from the first phone interview, Greenwich was a “much better match for me.”

Monitoring Reports - Cure for the Initiative Fatigue?

The consistent turnover of superintendents has led to complaints from teachers and administrators that there is initiative fatigue meaning each new superintendent inevitably tries to quickly make an impression by changing directions, programs, policies.

There actually is a view that many staff simply ignore requests for change assuming they can wait out the superintendent; ie, why change if the superintendent is going to leave.

McKersie responded that the administration staff and the board must “keep the fatigue question front and center” and admitted that the “challenge” can be actually be exacerbated by foundations that are looking to help but may actually end up acting as distractions. “I have worked for 2 major foundations and they are putting money out there.”

The issue of initiative fatigue, explained McKersie is “present across the nation and very present here” but he believes it can be addressed by clear and efficient reporting and monitoring as well as utilizing the “framework on common core” to “provide clarity.”

"It Has To Be The Floor, Not The Ceiling"

Referring to the new state mandate of the common core, McKersie has seen a fierce debate over “is the common core rigorous enough” during his time in Massachusetts, arguably a well performing state. McKerside said he would prefer the common core be used as a baseline standard and realizes that there are also many changes coming for the district's curriculum. (Please see video 2.)

To avoid the imitative fatigue, McKersie circles back to “what are the resources out there that allows us to consistently be clear on standards, goals and  objectives, warning “we have to be careful not be shifting too fast.’

Beyond Week One

There is at least one outstanding issue that after his first week on the job remains on McKersie’s to do list – finding a stress release plan and implementing it. He lamented that he hasn’t worked out for 6 weeks and is used to swimming as a “release.”

Lulow pointedly advised “don’t swim during the day.”

Until McKersie finds that release he will continuing his "connecting” but plans on giving back and cultivating his staff at the same time. “I have always worked for people who have allowed me to progress” and he stated he is intent on helping others grow and learn.

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