The school evidenced little support of discipline, high student expectations, and structure in its daily operations. For example, children would skateboard on the roof of the school. The school building itself needed many fundamental repairs and was an unattractive, dismal building. Furthermore, there was no PTA, and Dr. Reedom was told that the parents lacked concern for their children's education. Within this context, Dr. Reedom initiated proactive changes to turn Paradise into a model school.
Leaders envision the kind of environment they wish to create.
Leaders are willing to take the necessary risks to create this vision. When Dr. Reedom arrived at Paradise, the building itself needed many structural and cosmetic repairs, so she put in 32 work orders, which the district maintenance office ignored. This action sped the completion of fundamental building repairs and cosmetic work. Leaders need to set high expectations-for themselves, for teachers, for students and parents. Effective principals expect that all teachers be actively engaged in teaching during teaching hours and that all students are actively engaged in learning.