The Worst Part of Being a Principal is Having to Fire Someone

I have been successful in terminating several employees in my 12 years as a high school administrator. A good percentage of them were in New York City, which was said to be almost impossible. Each time, it was justified based on the letter of the chancellor’s regulation or said evaluation procedures, and meticulously documented on account of countless hours of follow through anecdotes arranged and organized chronologically.

the old NYC Chancellor’s Regulation A-421…

It’s important to note that warnings are usually the initial response to a situation that may be negative or in violation. Teachers are learners, and everyone makes mistakes.

To observe a poorly delivered lesson only gives me the ability to clearly know where to start in helping that person enhance their craft. It’s planning time!

To observe poorly delivered lessons for two years, void of any student comprehension with repeatedly high incidents and management issues and regardless to months of support, mentoring, collaboration, PD, and goal setting — all of that then leads down a different road.

Here are the following main reasons any teacher can be fired for:

1. Theft of Services is a main one, and is always layered.

This means a teacher is caught double dipping or being paid twice. Sometimes the teacher can be issued a warning, however if the amount or duration of time is great enough not only will they have to pay it back but they will also be fired.

Theft of service means punching in for time that you’re not working. It means not working at all, and not being at work while you are supposed to be — like literally not being there. If you call in sick for a specific number of days, then take a few more but don’t call — you could be fired for breaching your contractual obligations, categorized as a theft of service.

This one is scary, because it usually means someone was pulling some shenanigans and ultimately proving they’re not in the gig for the right reason. Read about it from back in 2007 here. These stories of educators were of them getting paid yet literally and physically not being there for 10 months.

Who wins in this situation? Because the student certainly doesn’t. That tied up school budget allocations to hire properly certified staff to provide persistent albeit daily instruction. Subs were hired instead, which say what you will — is not the same as the permanent teacher being there.

2. Violation of Harassment either physical or verbal, especially sexual — all a main reason I’ve had to terminate.

This one flat out stinks most. The cases are always of a sensitive nature, and just for the victim to come forward and have that conversation with me was always the worst part.

I have developed the best relationships with my staff. My first AP gig was filled with so many awesome teachers and I loved learning to educate our students best with them.

My second school was filled with staff that needed me to prove myself, and after we saw eye to eye — that was 4 years of just the best experiences. We moved mountains together. My current school is filled with staff that I am closer to than any other school — and I wouldn’t have it any other way.

All that said, imagine what strength it took for those staff members to come forward with their allegations knowing it would snowball into something potentially including public embarrassment.

All of these incidences I’ve consulted with a legal team for guidance. We would investigate, and hand that investigation to a “higher” authority that focuses specifically in that area of human resources — usually we refer to them as “2 suits” because they come in two’s always. The suits are the same as well, adding a layer to the awkwardness.

Interviewing the alleged suspect would be just as awkward, and usually ended bad. No one can politely investigate allegations of sexual harassment in a way that ends in beers and cheers, it’s usually an argument, or includes threats of suit and retaliation, of the suspect is saddened and surprised — which makes the investigation so hard.

Remember, Principals are not investigators. Investigators are trained for years! Criminal investigators need a degree, then get into and pass the academy, and then work for 2–4 years before they have minimal experience for advancing that direction should they have been successful during that time.

I took a class that had a few sessions on investigating. I have attended several professional developments, and yet have investigated in so many ways, for the past 21 years in education. Why don’t they train us in some similar fashion?

Here’s a summary of steps I would take in New York City:

Step 1 — allegation made and I had 48 hours to report the situation to “The ROC”

Step 2 — written report of the allegation to New York City Offices of Special Investigations and entered into the city reporting system.

Step 3 — meeting invites with employee and representative that is of their choosing

Step 4 — investigate the allegation in the meeting and record the outcome

Step 5 — investigate witnesses given from both sides of the allegation

Step 6 — meet with administrative team to review evidence collected

Step 7 — prepare a report with possible find outcome

Step 8 — communicate with the Office of Special Investigations to determine validity of findings

Step 9 — finalize reports, arrange evidence for clarity

Step 10 — arrange final meetings with suspect and representatives

Step 11 — hold the meeting and issue outcome

Step 12 — if no other meetings are needed to issue the outcome without union debate — notify victim of meeting

Step 13 — hold meeting with victim regarding the outcome in accordance to your ability to inform

Step 14 — replace the staff member or mediate or change schedules or call the police

*this takes about 3 months on average*

The investigation process leads to a conclusion that we determine based on interviews and facts, then handed to a team of suits who review it and give guidance and support. The hearing then determines what unions will do and how the outcome proceeds — but if it’s a clear violation, regardless to if it’s a first offense, you can be fired if it’s bad enough or includes certain details.

Police also are usually involved in harassment situations, and oftentimes when sexual in nature, they take the entire investigation themselves.

Corporal punishment is in a league of its own. You hit a kid, you’re fired.

3. A school’s evaluation system is not intended to fire anyone, but includes this avenue as an outcome regardless.

To negatively rate a teacher based on performance, there must be clearly laid out reasons, showing a ladder of supportive attempts that climbs 5 stories up describing why each was unsatisfactory.

This process is a minimum of 2 years of documented attempts, observations, meetings, and statistics, and one year of investigatory process. Meetings are arranged with union support, lawyers, and all parties present, tallying on average at least 4 different times.

Students do not win here. If a teacher is not successful and proper support, mentoring, training, and effort has gone into assistance, and the end result termination — that equal 3 years of classes of students that suffer learning loss.

These evaluation measures are in place, and only successfully implemented to fruition, when the teacher really needs to stop teaching students. This is not subjective and completely and entirely measurable to the letter of the process that defines it.

Any deviation to this, leads to a situation being thrown out and years of effort and energy due to a technicality miss is often the outcome and extremely unfortunate. Students still continue losing.

An evaluation system is to assist the learning process. It should include many measures to support teachers in maintaining a level of education that is impactful and effective. Every single career has a route that can be taken should the employee not work up to the job description minimum over a duration of time.

I can not repeat enough, the worst part of being a principal is having to fire someone. Regardless of the perspective, this task is time consuming, stressful, uncomfortable, and if ignored leads to greater concerns and issues or even worse habit and common practice.

The above three reasons are the most common that I have come across and all can lead to termination of a teacher. Please remember, that the product of education is a person — it’s a student. When this is not the case, regulations and laws are in place to redirect end results; whether this be support, training, or termination.