1. A HIRING PROSPECTUS SUBMITTED TO DR. GREG FINKBONNER
AUGUST 28, 2016
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS OF EAD-501
Becoming a Principal
at Tacoma Baptist
Schools

2. THE IDEAL CANDIDATE WILL HAVE A SERVANT LEADERSHIP STYLE
WHICH ALIGNS COMPLETELY WITH THE PURPOSE STATEMENT OF TBS.
“A servant-leader is a person who begins with the natural feeling of wanting to serve first – to help, support,
encourage, and lift up others. And because of their noble role model, others begin to lead by serving.”
Robert K. Greenleaf
Our Purpose Statement
Tacoma Baptist Schools exist
to glorify God by developing
DiscipleLeaders through a Christ-centered
community
that is growing in faith, knowledge, and
service.

3. NATIONAL STANDARDS FOR EDUCATION ADMINISTRATORS
• EDUCATIONAL LEADERSHIP POLICY STANDARDS: ISLLC 2008
• THE STATE OF WASHINGTON PROFESSIONAL EDUCATOR STANDARDS BOARD
• NASSP ETHICS FOR SCHOOL LEADERS
Candidate Qualifications
The ideal candidate will possess a thoroughly
Biblical worldview as demonstrated through
a Philosophy of Christian Education statement,
as well as meet the following national standards
for education administrators.

4. THE IDEAL CANDIDATE WILL PROVIDE VISIONARY LEADERSHIP BY SHOWING
THE CONNECTION OF ALL AREAS OF THE SCHOOL TO THE PURPOSE STATEME NT.
“ VISION IS THE ANCHOR ON WHICH ALL SCHOOL DECISIONS ARE MADE.” ( KRAJEWSKI, 2008, P.18)
Standard #1: Show
Visionary Leadership
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by leading the development, articulation,
implementation,
and stewardship of a vision of learning that is shared and
supported
by school/program and community stakeholders.”
(pesb.wa.gov)

5. THE IDEAL CANDIDATE WILL BE A LEADER IN INSTRUCTIONAL IMPROVEMENT
BY FOSTERING A CULTURE OF GROWTH FOR STUDENTS, FACULTY AND STAFF.
“IN EVERY DECISION THEY MAKE THEY MUST FOCUS ON THE NEEDS OF CHI LDREN.” (KRAJEWSKI, 2008, P.17)
“OUTSTANDING PRINCIPALS KNOW THAT THEIR PRIMARY ROLE IS TO TEACH THE TEACHERS. THE BEST WAY TO
PROVIDE AN EXCEPTIONAL LEARNING ENVIRONMENT FOR STUDENTS IS TO G IVE THEM OUTSTANDING TEACHERS.
GREAT PRINCIPALS FOCUS ON STUDENTS —BY FOCUSING ON TEACHERS.” (WH ITAKER, 2012, P.41)
Standard #2: Grow
Instructional Improvement
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by leading through advocating, nurturing, and
sustaining district/school/program cultures and coherent
instructional programs
that are conducive to student learning and staff professional
growth.” (pesb.wa.gov)

6. THE IDEAL CANDIDATE WILL DEMONSTRATE EFFECTIVE MANAGEMENT BY OVE RSEEING THE FLOW
OF THE ORGANIZATION, FUNCTIONING WITH THE SKILLS OF A CHIEF EXEC UTIVE OFFICER,
CHIEF FINANCIAL OFFICER, CHIEF OPERATIONS OFFICER, AND CHIEF MAR KETING OFFICER.
Standard #3: Flow
Effective Management
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by ensuring management of the organization,
operations,
and resources for a safe, efficient, and effective learning
environment.”
(pesb.wa.gov)

7. THE IDEAL CANDIDATE WILL DEMONSTRATE A LIFESTYLE OF INCLUSIVE PRACTICE
BY GOING INTO THE COMMUNITY RATHER THAN WAITING FOR THE COMMUNIT Y TO COME TO THEM.
“YOUR SUCCESS AS AN ADMINISTRATOR IS DIRECTLY LINKED TO THE PEOPLE YOU CONNECT WITH.”
(ROWE, 2013, P.29)
Standard #4: Go
Inclusive Practice
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by collaborating with families and community
members, responding to diverse community interests and needs,
and mobilizing community resources.”
(pesb.wa.gov)

8. THE IDEAL CANDIDATE WILL MODEL ETHICAL LEADERSHIP BY HAVING ZERO TOLERANCE
FOR BEHAVIOR THAT COULD RESULT IN ACCUSATION AGAINST THE ORGANIZ ATION.
“SCHOOL LEADERS—WHO ARE ALSO LEADERS IN THEIR COMMUNITIES AND MOD ELS OF LEADERSHIP
FOR TEACHERS AND STUDENTS—MUST MAINTAIN STANDARDS OF EXEMPLARY PROFE SSIONAL CONDUCT.”
(ETHICS, 2013)
Standard #5: Zero
Ethical Leadership
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by acting with integrity, fairness, and in an ethical
manner.”
(pesb.wa.gov)

9. THE IDEAL CANDIDATE WILL BE A STUDENT OF THE SOCIO -POLITICAL CONTEXT OF THE SCHOOL
BY GETTING TO KNOW THE CULTURAL NUANCES OF STAKEHOLDERS AND THE COMMUNITY.
UTILIZE CENSUS DEMOGRAPHICS FROM HTTPS:// FACTFINDER.CENSUS.GOV
Standard #6: Know
Socio-Political Context
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by understanding, responding to, and influencing
the political, social, economic, legal, and cultural context.”
(pesb.wa.gov)

10. THE IDEAL CANDIDATE WILL DEMONSTRATE AN UNDERSTANDING OF PERCEPTION MANAGEMENT
BY MOVING SLOWLY, TAKING THE TIME TO STOP, LISTEN, AND ACKNOWLED GE OTHERS.
“I NEVER WANT TO SEEM TOO BUSY FOR THOSE WHO NEED ME.” ( KRAJEWSKI, 2008, P.18)
“PEOPLE HAVE A NEED TO BE HEARD, ESPECIALLY ON ISSUES THAT DIRECTLY IMPACT THEM.” (ROE, 2013, P.29)
Bonus Standard: Slow
Perception Management
“A school or program administrator is an educational leader
who has the knowledge, skills, and cultural competence
to improve learning and achievement to ensure the success
of each student by maintaining a persona of availability.”
(personal standard)

11. TACOMA BAPTIST SCHOOLS MATCHES THE NATIONAL MEAN
FOR EDUCATION ADMINISTRATORS IN RELIGIOUS ORGANIZATIONS.
(HTTP://WWW.BLS.GOV/OES/CURRENT/OES119032.HTM#(2))
Compensation
$81,490
Additional benefits include employee insurance,
retirement, and professional development funding.

12. Sources
11-9032 Education Administrators, Elementary and Secondary School. (2014, April 1). Retrieved August 28,
2016, from http://www.bls.gov/oes/current/oes119032.htm#(2)
Educational Leadership Policy Standards: ISLLC 2008. (2008). Retrieved August 17, 2016, from
http://www.ccsso.org/Documents/2008/Educational_Leadership_Policy_Standards_2008.pdf
Ethics for School Leaders | NASSP. (2013). Retrieved August 27, 2016, from https://www.nassp.org/who-
we-are/board-of-directors/position-statements/ethics-for-school-leaders?SSO=true
Krajewski, B. (2008). Juggling Hats: How Principals Survive. Principal, 87(4), 16-19.
McGee-Cooper, A., & Trammel, D. (2013). The Essentials of Servant Leadership: Principles in Practice.
Retrieved August 22, 2016, from http://amca.com/amca/wp-content/uploads/The-Essentials-of-
Servant-Leadership-Final.pdf
Principal & Program Administrator Standards-Based Benchmarks - Program Effectiveness and Policy.
Retrieved August 17, 2016, from http://program.pesb.wa.gov/standards/standard-5/residency-
principal-program-administrator---effective-nov-1-2013/principal-program-administrator-benchmarks-
--effective-nov-1-2013
Roe, C. (2013). Attaining Success: Tips for New Principals. Leadership, 42(4), 28-30.