A Rough But Intriguing Metric for School Assessing a School Principal

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Yesterday, I did an interview for the BAM network on Good Boss, Bad Boss. The content expert on line was Justin Snider, who teaches at Columbia and has in-depth knowledge about K-12 schools, as that was the focus of the conversation. Justin had great questions and comments about bosses in general (see this recent post) and about school principals in particular. I thought he made especially good comments about how the best principals are PRESENT, constantly interacting with teachers, students, and parents. He especially suggested that school principals think about where their offices are located.. are they in a place that essentially requires them to keep bumping into teachers and parents, or are they in some corner of campus that reduces the amount of interaction.

I like Justin's point about the office because it reminds me of the design for Pixar's building in Emeryville, which was inspired by Steve Jobs' assertion that they needed to make sure that everyone was basically forced to bump into each other as a result of the placement of the food and bathrooms. At one point, Jobs half-seriously suggested that there be just one central bathroom so that everyone had to run into everyone else and there would be a lot of random encounters as people walked to and from that crucial location. The ultimate design resulted in more than one bathroom , but the food and bathrooms were located so that people need to walk through this central area constantly — one of those little things that has helped fuel Pixar's creativity over the years.

After the interview, Justin and I exchanged emails, I told him a story about how I saw the difference between the impact of a good versus a bad principal at my daughter's middle school, how there was a great principal who seemed to know every students name and was widely loved. He retired and was replaced by a bad one who seemed to not know any student's name and was so out of touch that his lack of soul and other more objective acts of incompetence provoked widespread despair among students and parents, and quite a few teachers complained about his lousy leadership openly. I was reminded of this difference between the two principals just a few weeks ago when, even though it is has been a few years since the good boss last saw my daughter, he greeted her by name in a local restaurant. In contrast, my daughter is still annoyed that the bad one mispronounced so many student names, including hers, at graduation (Her name is "Eve," he called her something that sounded like "Ev.")

Justin had an interesting reaction to my little story:

Actually, right after our call concluded, I realized I should have said that a great back-of-the-envelope measure of whether a principal is generally doing a good job is how many students' names he or she knows. In my experience, there's a strong correlation between principals who know almost all students by name and those who are respected (and seen as effective) by students, parents and teachers. It's not a perfect measure, of course, but I think it's probably a fairly good indicator of a school's climate and a leader's effectiveness.

I like Justin's observation. Of course, some us are better at remembering names than others and we all have cognitive limits. But Justin's argument is compelling to me because knowing people's names seems like a good sign that a boss is directing attention to those he or she leads and is responsible for helping and is not overly focused on him or herself, or on kissing-up to the superintendent, board of education, or other superiors.

What do you think of this metric? Is it right for schools? What about other workplaces?

Comments

104 responses to “A Rough But Intriguing Metric for School Assessing a School Principal”

June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

It’s a fine metric if the most important characteristic of a principal is likeability. Maybe it is an important characteristic, I’m not sure. Perhaps some other things like strategic vision, fiscal responsibility, and administrative competence are important as well – and the “number of names” metric won’t measure those :-).
I always use the metaphor of a surgeon when I’m dealing with this issue. If you don’t like the surgeon, there’s a chance that they won’t persuade you to go into the theater. But once you’re on the operating table, I bet you’d rather the surgeon was competent at cutting and suturing so forth than likeable.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Greg

I should have added, most of us have this cognitive bias to conflate interpersonal skills and likeability with trustworthiness. Which I think is at least one of the reason why we end up with the kind of politicians we seem to be stuck with.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 21, 2011

Mary

That’s a very interesting post! I am one of those people who has great trouble remembering names and faces. I do my best, but even for people whom I meet multiple times, I may not recognize them or remember the name, especially in an “out of context” setting (like your example of meeting someone in a restaurant). So I really would not want to be judged based on how many names or faces I can remember, because the answer is “very few” despite my best efforts.
At the same time, I make a very strong effort with particular kinds people – for example, secretaries and receptionists at my office. I figure they do a very important job of keeping everything running, and I should recognize that. I always thought of it as normal until one day I realized that some of my colleagues don’t even know a single secretary’s name. I don’t necessarily know if it makes me a better boss, but I have always thought that seeing how someone treats people in “subordinate” jobs (not that I really think of secretaries like that!) is a good metric for how good a boss they will be in general.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Al Pittampalli

I agree. More than any other organizational leaders, Principals should be measured by the quality of their relationships. Children need support, and mentorship, I can think of nothing more impactful than having a direct relationship with a principal that cares about them, who authentically wants them to succeed. Great post, Bob.

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Walt

This makes perfect sense to me.
Almost boils down to, “…know your customers…”
In today’s climate though, and for something like a pubic school, it is increasingly becoming, “…please the boss…”
Those 2 thoughts aren’t exactly the same thing unfortunately in a lot of the cases.
We all desire teachers who care for our kids and therefore we expect more of the “staff.”
I’m not how career-minded teachers come off in the class rooms?

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Nancy

To me, it’s a sign of mindfulness and being in the present. It shows that the principal (or boss) values relationships and connection. Granted if that’s the only good thing about the principal or boss, it’s not enough. However, in my experience those who value mindfulness, presence and the value of treating people well are usually skilled in the other important areas as well.

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Donald C.

I wonder if this metric interacts with the Dunbar number to make suggestions about the size of schools.
Though I believe based on my hazy recollections that there is no clear evidence that school size correlates with student performance.
But that I think merely reminds us of the futility of trying to find a single simple metric that is universally and eternally useful for observing a complex phenomenon.
I do think there is also an interesting observation about how this metric is useful if it is a by-product of other activities.
Don

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Bill Parker

I think knowing all students’ names is important, but it’s not “the” most important dimension, particularly when the student population exceeds 1,000. I think having a vision that is truly inclusionary and regularly advocated would trump knowing names. All students should be accepted and treated with respect, fairness and be accepted as they are (except for any behaviors that violate norms). Being a student, teacher, and learning advocate are all important and help create a success-oriented environment. Principals are concerned with budgets, books, schedules, physical safety of their plants, discipline, activities/athletics. As an extravert, I would even advocate a principal going out of the way to engage new and quieter members of the student body. This would shout: “I care about you as a team member here, and I support you in your endeavors to succeed.”

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Moyo

Interestingly, about 2 weeks ago I had a conversation with someone I might on a flight about the new (3-year-new) boss of their company. The most important observation and, thus, judgment of the boss was that he was quite uninterested in his staff. The employee commented that the recent past boss was very motivating and he knew almost everyone by first name (over 500 people) and that did something for the employees’ sense of belonging and perhaps commitment to the company.
So it may not be the most important metric, but it is a very helpful one. Would likely make a leader’s role of ‘influencing’ easier

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Bob Sutton

I want to thank everyone for such great comments. A few reactions, really summaries.
1. On Dunbar’s law, that human beings have a hard time sustaining over 150 active relationships because of our cognitive limits, which is also related to organizational size. That sounds like a limiting factor to me.. there is great evidence to support the law, most recently from a study of 1.7 twitter users.
2. I agree with people who make the point that some of us are just better at remembering names and faces than others. I am awful at it, so I know the feeling, and although I don’t think I am afflicted with anything, there is some interesting research on Prosopagnosia, the inability to remember faces.. in fact, the famous psychiatrist Oliver Sacks, has this condition. Many of us may have a milder form.
3. Yes, I agree that there are probably other indicators that are probably more important than knowing names, but it is interesting as a sign of detachment when it goes along with other things, as in Moyo’s story.
Again, fantastic and varied comments! Thank you!

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 22, 2011

Catherine

Hi Bob,
This article has made me think more deeply about this – Yes I certainly agree! It must surely create stronger relationships between the “bosses and the workers”. I still remember when my son was at college. We bought a desk from the school – the principle helped us lift it to our car! That alone created great respect and Yes – he was a thoughtful principle!
Regards
Catherine

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 23, 2011

Bryan B

Agree it is an imperfect but potentially useful metric. One thing to consider is it may be more useful in a position like principal, where there is little obvious self-interest value in knowing student names. So it’s most likely a sign of engagement and is promising but not definitive.
In other workplaces, a more Machiavellian person may learn everyone’s names because they believe this will help them get ahead (sometimes at the expense of others). Interesting stuff.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply
June 28, 2011

steveB

I am a teacher, among other things, and say can that yes that metric works- to a point. It isn’t that remembering names in and of itself is that vital; it is that this is indicative of an overall involvement in the school.

Reply