Dr. Mike Swize, the former superintendent of Palm Springs Unified School District, shares his journey in education, emphasizing the significance of a growth mindset for district leaders.
Staying over thirty-three years in the same Southern California district, he began as a classroom teacher and ascended to the superintendency, a role he proudly embraced. Swize attributes his long tenure to the district's culture, which encouraged professional growth and stability.
Palm Springs Unified, he notes, stands out for its commitment to building an environment that motivates educators to stay and grow. This, according to Swize, is achieved by consistently providing opportunities for professional development.
He reflects on his belief in his potential to rise from a teacher to a superintendent, highlighting the district's unique culture. This culture fosters a sense of contribution and unlimited growth potential for everyone - from staff to students and parents.
Swize proudly recounts the times internal candidates were promoted, expressing their appreciation for the district's learning and growth opportunities. His focus on investing heavily in professional learning underlines his vision of creating a vibrant, living organization.
He emphasizes that educational institutions are learning organizations. This philosophy encompasses all stakeholders - staff, students, and parents, all of whom have the chance to continuously learn and develop.
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Transcript
I stayed in the same school district in Southern California for over thirty three years. I started as a classroom teacher, and then very proudly worked my way up to the superintendency.
It was one of the proudest moments of my life to be able to continue to serve my school community in the role of superintendent.
Palm Springs Unified is a very special place. People ask me frequently Why is it that you stayed there so long? Instead of moving, trying other districts or other positions, I think it's important to build organizations that encourage people to stay.
And one of the ways that you can do that is by always giving people the opportunity to continue to grow as a professional.
I started like I said as a classroom teacher.
I believed I could become the superintendent.
That's a unique culture where everyone in the district feels like they contribute something meaningful, and that they know that their potential for growth in that organization is unlimited.
I can't tell you how proud I was, the number of times we would hire a candidate, an internal candidate for a promotion, and they would say This district's a place where I can learn and I can grow and I can get new opportunities.
That's why we invested so heavily in professional learning.
We always wanted to offer people the opportunity to learn more, to grow, to see what they might become, to try things out, maybe they didn't like it. And try something different. That's the sign of a really living vibrant organization, and it's what we all should be striving for, especially in education.
We're learning organizations.
That means everybody, right, staff and students and parents. All having the opportunity to continue to learn.
