Long-term academic excellence depends on a strong, well-treated leadership team, says Superintendent Martin Miller of Antwerp Local Schools in rural Ohio.
When Miller took the helm 12 years ago, a regional educational service center filled many of the district’s administrative functions, but only part-time. For instance, a special education director or school psychologist might work in the district one day a week, leaving Miller to pick up the administrative slack.
“As a small rural superintendent, we wear many hats,” Miller tells host Amy Dujon on the latest episode of District Administration’s “A Good Lesson” podcast. “Sometimes I drive the van.”
Miller decided that, even though Antwerp’s students were performing well, he had the financial resources to hire full-time, in-house directors of curriculum, special education and technology. Along with the district’s two principals, those administrators now form a powerful leadership team for the system’s 700 students.
“If we get those good people, then turn them loose,” Miller says. “I looked for people who were independent and wear that hat—wear it out.”
Miller’s new leaders convinced him to grow the team further because the rural community has lacked alternative schools for students with the most severe special needs. The special education director—who was lured to Antwerp from a bigger city school system in Fort Wayne, Indiana—convinced Miller the district needed a certified behavior analyst and registered behavior technicians to support teachers serving students with special needs.
A small team in a small district means that, between the more formal meetings, Miller can have daily, even hourly conversations with his administrators. Most of them work only about 20 steps from his office.
He prioritizes empowering his directors and principals to work directly with teachers. “I feel comfortable talking to people and being around people—so why not listen to them,” he says.
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