A little over a year ago, one of us, Sheryl, became a principal for the first time. This role followed seven years as a special education teacher, five years as a high school teacher and administrator, and 18 years as a professor of education at a university. The transformation from education professor to elementary principal represented a significant and unusual career progression. Gayle, an elementary school principal for 11 years and a curriculum specialist and classroom teacher for more than two decades, became Sheryl's mentor. We had no idea if the mentorship arranged by the superintendent would be effective. Like other time-strapped principals suddenly placed in a mentorship role, could Gayle continue leading her school while supporting Sheryl's learning and frequent need for advice? Would Sheryl, in the throes of a new principalship, find time to communicate her needs and digest feedback? We navigated the mentor-mentee relationship without a prescribed program, prior relationship, structure, university affiliation, or focused project. What we did have was an experienced and passionate practitioner willing to commit her time and a first-year principal open to other perspectives. The hope, of course, was the same as in all such relationships: that this model would sustain both principals in their work. Gayle would have a fresh perspective about her work, and Sheryl would feel competent enough in her new position to return for a second year. This aspiration was significant, given the data on principal attrition and the well-known shortage of willing and qualified principal candidates. Even when school districts successfully recruit qualified principals, many leave within too short a time to effect change in a school community (Boris-Schacter and Langer 2006). The paucity of principal candidates and the low retention rate of new principals make ensuring the success of nontraditional applicants, such as Sheryl, increasingly critical. As the nation's veteran principals near retirement, it becomes even more compelling to identify what matters most when acculturating new principals. Districts such as ours agree that it makes sense to pair more and less experienced principals, but haven't provided a conceptual or procedural framework. Instead, each pair of principals constructs its own mentor relationships while still running separate schools. Since other role demands remained the same, we used strategies already at our disposal and within the ordinary course of our work. One such strategy was e-mail. Mentoring by E-Mail Using e-mail made sense. After all, e-mail was part of our daily routines. E-mail can be immediate, allow for a degree of precision in wording, leave a written record to be accessed at a later time, and accommodate the long hours and breakneck pace that often characterize a principal's work. E-mail worked for us even though it ran counter to conventional wisdom that face-to-face communication is the bedrock of a successful mentorship. Our analysis of our first year of e-mail exchanges revealed that we used e-mail in ways that contributed to enhancing our practice, building a relationship, and promoting our professional sustainability. Beyond exchanging information, we used e-mail to: * Express reciprocal caring; * Inject (much needed) humor into our work; and * Provide emotional and intellectual nurturance. Building a Relationship Gayle initially welcomed Sheryl to the school district with a warm, personal note that included her home, cell, and school phone numbers. In case the intent was lost, Gayle wrote, I hate e-mail and prefer talking on the phone. But Gayle soon conceded that the telephone was impractical and frustrating. In fact, Gayle changed her habit to accommodate Sheryl's needs. Originally a nighttime e-mailer, Gayle noticed that Sheryl was routinely on line at 6 a.m. …
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