The Expectations of Your First 100 Days of School
Teachers are often told that their first 100 days of school are critical to a successful year.
The same is true for administrators. In fact, many in the business world also recognize the importance of intentionally establishing a strong start.
Whether you are an experienced administrator arriving at a new site or a “fresh” administrator beginning your first assignment, the first 100 days can set the tone for the year—or even years—to come.
As Catholic administrators, the tasks are many, and the hours often seem few. You are pulled in many directions:
- managing daily routines,
- responding to spontaneous “fires,”
- and visioning for the future.
Honestly, all of these responsibilities are important. However, having a systematic plan and intentional approach can help you establish priorities and respond effectively to each situation.
A book I have found full of practical advice is Redeeming Administration – 12 Spiritual Habits for Catholic Educators in Parishes, Schools, Religious Communities, and Other Institutions.
The First 100 Days of School Require Listening
The first 100 days are a time to become acquainted with your community and your role, to understand and appreciate what has already been established, and to honor those who have come before you.
Most importantly, these days provide a sacred opportunity to deepen relationships through conversation and by being an active, visible presence within the community.
In one of my assignments, a board member gave me a seven-page laundry list of all the problems that needed to be addressed at the site with a line at the end stating, “You just can’t get that toothpaste back in the tube.”
Thinking about it now makes me smile. As tempting as it was to start checking off the items, this was not part of my 100-day plan. It gave me one person’s sincere perspective, but there were many people who made up this community that I had not yet met.
So, for two weeks after my arrival, I made it a point to meet as many people as possible.
These visits would take the form of casual stops at someone’s desk or in the break room discussing the drop-off procedure or how lunches were distributed. But the bulk of my time took the form of 20-30 minute scheduled visits with faculty and staff members discussing what they loved about this ministry, what kept them up at night, and what they hoped for in the next year.
I was able to hear a little bit of their stories and these chats took the “mystery” out of who I was. This time was foundational to establishing relationship with key members of the team – everyone from the janitor, to the tech team, and all the teachers and supervisors.
Becoming a Servant Leader in the First 100 Days
Too many times administrators come into the first 100 days of school with their own idea of what needs to be done prior to knowing who, why, and what came before them.
- Is there a founding religious charism that provides stabilizing values and long-lived traditions?
- What curricular programs have been successful and why?
- What support and services are available to students and families?
- What are community members most excited about?
- How does the establishment fare within the larger neighboring community?
- What specifically are my responsibilities according to my direct supervisor?
These are all questions that can be easily overlooked in the busyness of those early weeks. Of course, you must be aware of the policies and procedures guiding the effective functioning of the establishment.
Notice how I phrased, “You must be ”aware”—that does not mean that any changes MUST take place in the first 100 days because you have arrived.
Take the time to see what policies and procedures work, but more importantly, understand WHY they created that way. This fact-finding mission should not be seen as “down time” but rather laying a foundation for future growth and your successful transition.
This gives you an opportunity to be fully present to the community without an agenda for change. There is plenty of time to make necessary changes. Unless a policy is grossly ineffective or presents a danger to members (especially students), change can wait until after the 100 days of school.
A pre-primer for new administrators that I used this in my leadership education classes and a go-to during challenging times is A Fifth Discipline Resource – Schools That Learn.
Brené Brown is a well-known author and all the rage right now. Her site has a leadership self-assessment with lots of other freebies on developing leadership skills to benefit a community. I really like it and I might spend some more time there!
Meitler Can Help Make a Plan
I have always been told, “You have a whole year to be NEW.” Attached to this blog is a checklist with some suggestions to guide your first 100 days in a new ministry. Even with a checklist, beginning a new position can be overwhelming.
The professionals at Meitler are excited to personally accompany you through your first 100 days.
Give us a call and allow us to coach you through your 100-day journey.
What’s Included:
- A free 30-minute get-to-know-you phone call
- A personalized Action Plan for the first 100 days
- Weekly check-ins through email
- Virtual 30-minute call every two weeks
- $1,500 total
First 100 Days Checklist for New School and Parish Administrators
Click here to download and print!
Orientation & Mission Alignment (Days 1–10)
- Review founding religious charism & core values
- Read mission statement & strategic plan
- Meet with the supervisor to clarify expectations
- Walk campus/buildings with facilities staff
- Review accreditation/diocesan reports & upcoming deadlines/campaigns
Relationship Building (Days 1–30)
- Hold introductory meetings with faculty, staff, board members, parish leaders
- Make daily informal rounds (classrooms, offices, playground)
- Attend at least one school/parish event – the more you are seen the better the transition
- Ask about key traditions & “unwritten rules”
- Listen for hopes, concerns, and community strengths
Understanding the Landscape (Days 10–45)
- Review policies: discipline, communication, safety, HR, finance
- Identify policies functioning well & those needing future review
- Gather data: enrollment, attendance, academics, parish engagement
- Conduct small group listening sessions
- Note recurring themes & priorities
Community & Culture Assessment (Days 30–60)
- Identify signature programs & traditions
- Observe classrooms & parish ministries
- Review communication channels (newsletter, website, bulletin)
- Assess reputation in the broader community
- Connect with local pastors, principals, civic partners (Chamber of Commerce)
Operational Clarity (Days 45–75)
- Review budget with business manager/finance council
- Understand tuition/fees, fundraising, and parish school finances
- Examine staffing structure & job descriptions
- Identify upcoming operational deadlines
- Shadow front office staff to learn workflow
Strategic Reflection & Early Planning (Days 60–100)
- Identify 3–5 priority areas for the year
- Draft a “Year 1 Focus Plan”
- Align priorities with supervisor
- Communicate emerging focus areas to staff
- Celebrate early wins
Personal Leadership Practices (Ongoing)
- Set weekly reflection time
- Keep a running list of questions & future improvements – no rush to implement changes
- Maintain visibility & presence
- Practice active listening
- Protect time for prayer & renewal
Day 100: Transition to Leading
- Prepare a “First 100 Days Summary” – to share with the supervisor/leadership team
- Identify next steps & timelines
- Thank the community & reaffirm commitment
