What a Chief Academic Officer at Scholarship Prep wishes they had known before entering the education industry
Taylor, a Chief Academic Officer, advises that unlike common perception, higher-level roles in education, and likely other industries, are overwhelmingly focused on "people management," not the specialized tasks many initially envision; therefore, a willingness to embrace "other duties as assigned," and operate outside one's defined lane is crucial for success in such positions.
People Management, Leadership, Adaptability, Problem-Solving, Organizational Skills
Advizer Information
Name
Job Title
Company
Undergrad
Grad Programs
Majors
Industries
Job Functions
Traits
Taylor Ellis
Chief Academic Officer
Scholarship Prep Schools
UC Santa Barbara 2009
CSU Long Beach MA in Curriculum and Instruction, Administrative Services Credential
Anthropology, Sociology
Education
Strategic Management and Executive
Honors Student, Took Out Loans, Worked 20+ Hours in School
Video Highlights
1. People management is a significant aspect of higher-level roles in education (and potentially other industries), contrary to common perceptions.
2. Job descriptions in upper-level positions, especially in smaller organizations, often don't fully encompass the actual responsibilities. Expect to handle tasks outside your defined role.
3. Self-reflection on personality traits is crucial. Individuals who prefer narrowly defined tasks or are hesitant to go beyond their job description might find such roles less suitable.
Transcript
What if you learn about something in this world that you wish someone had told you before you entered the industry?
I don't know if I wish someone had told me this, but I do think a lot of people need to hear it. I think there's this perception from many people as they move up in their roles. I can only speak for education specifically, but I imagine this is true for many industries.
I feel like there's this perception that you'll be able to be more isolated and do more of the work, and less of the people management side of it. I get many people who come into interviews and say, "Hey, I don't want to be a site leader anymore. I'm ready to work on data systems because I don't really like the people management piece."
I think what I wish people knew is that 98% of my job is people management. That piece, the higher you get up, just continues to grow. So, if you really just want to do data systems, that's fine, but any role that involves coaching probably isn't the best fit.
Job descriptions are great, but when you run a small organization or are part of upper-level leadership in a small organization, you never just do what's in your job description. So, the "other duties as assigned" are a lot of your time.
If you're someone who's very focused, that's great. But if you have a tendency to say, "Oh, that's not in my lane. That's not my job," then I wouldn't recommend this role. There are many things I do that are well outside my lane.
But if it's good for kids and good for the organization, and it needs to be done, then you step in and do it. You step up and do it. So, those are some pieces, especially within such a small organization, that I feel people need to be aware of when they try to get into it.