DURING the 12th and 13th centuries, various associations began to form with the express purpose of building bridges. Similar to guilds, these Bridge-Building Brotherhoods were composed of master artisans who piously labored to aid pilgrims as they traveled. As master artisans, well respected for the quality of their work, they had advanced through the stages of unpaid apprentice and paid journeyman before earning master status. Throughout history, this system has been used with great frequency and reliability in many professions and trades. Craftsmen train and learn under the watchful tutelage of a master until they meet the standards of high-quality work. In the field of education, the concept of apprenticeship and working under a master craftsman is not foreign. Nearly every employed teacher worked through a university-sanctioned, unpaid student-teaching experience in the home classroom of a master teacher. The continuation of this learning process as the teacher then ventures into school administration, however, has been erratic and inconsistent. Now, in the 21st century, in the midst of the Era of Accountability, the need to develop principals as master artisans is as dire as it is immediate. Unfortunately, we have often asked aspiring and new principals to go it alone. Most administrative certification programs include an internship, which may or may not be beneficial to the candidate, depending on how much actual handson experience is gained. Classes in research, theory, and discussion can prepare a candidate only so much. But a viable solution has taken root in the administrative realm. Recent research indicates a rise in the frequency and depth of mentoring programs for school administrators, in particular building principals. Many school districts provide mentors for new principals to learn the ropes when entering the job. Unfortunately, says research analyst Robert Malone, these mentorships are often hoc relationships, lacking any type of systematic implementation. (1) In 2002, realizing the need for high-quality administrators, the National Association of Elementary School Principals (NAESP) identified six key standards for what principals should know and be able to do. (2) The following year NAESP introduced the Principals Advisory Leadership Services (PALS) Corps, designed to meet the needs of aspiring, new, and experienced school principals. One component of this innovative framework is the National Principals Mentoring Certification Program, a yearlong professional development initiative that trains current principals to be master artisans who will guide, nurture, and support their proteges in a quasi-apprenticeship experience. The program includes a three-day institute and a nine-month mentoring internship that features in-depth mentoring practice, monthly chats, frequent professional reading, and continuous self-reflection projects. WHY FORMAL MENTORING? What the PALS initiative has going for it is the element of formality. Rather than relying on ad hoc relationships or, worse still, abandoning new principals to the fate of swimming without a lifejacket, in the words of the Education Alliance at Brown University, (3) this National Principals Mentoring Certification Program provides definitions of effective mentoring performance and the training, practice, and skill development to achieve it. Following a formal scope and sequence, mentor participants exit with a true understanding of the process, learning goals, and relationship responsibilities of an effective mentorship. They become, in effect, master mentors. Several other effective mentorship models have cropped up over the past decade. The Southern Regional Education Board developed a systemwide process of mentoring, the Texas Elementary Principals and Supervisors Association created the First-Time Campus Administrators Academy, and the California School Leadership Academy operates a dozen school leadership centers statewide that provide structured support and mentoring for novice building principals. …
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