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Executive Evaluation Links

Contact Information

For more information,
please contact:

Amy Holcombe, Ph.D.
Executive Director of Talent Development
Guilford County Schools
Department of Human Resources
712 North Eugene Street

, NC 27410
(336) 335-3294 x5016 phone
(336) 370-8398 fax


Standard 1: Strategic Leadership
School executives will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century.  Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future, the leader creates a climate of inquiry that challenges the school community to continually re-purpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it.


Standard 2: Instructional Leadership
School executives set high standards for the professional practice of 21st century instruction and assessment that result in a no nonsense accountable environment.  The school executive must be knowledgeable of best instructional and school practices and must use this knowledge to cause the creation of collaborative structures within the school for the design of highly engaging schoolwork for students, the on-going peer review of this work, and the sharing of this work throughout the professional community.


Standard 3: Cultural Leadership
School executives will understand and act on the understanding of the important role a school’s culture plays in contributing to the exemplary performance of the school.  School executives must support and value the traditions, artifacts, symbols and positive values and norms of the school and community that result in a sense of identify and pride upon which to build a positive future.  A school executive must be able to “re-culture” the school if needed to align with the school’s goals of improving student and adult learning and to infuse the work of the adults and students with passion, meaning and purpose.  Cultural leadership implies understanding the school and the people in it each day, how they came to their current state, and how to connect with their traditions in order to move them forward to support the school’s efforts to achieve individual and collective goals.


Standard 4: Human Resource Leadership
School executives will ensure that the school is a professional learning community.  School executives will ensure that process and systems are in place which results in the recruitment, induction, support, evaluation, development and retention of high performing staff.  The school executives must engage and empower accomplished teachers in a distributive manner, including support of teachers in day-to-day decisions such as discipline, communication with parents/guardians, and protecting teachers from duties that interfere with teaching, and must practice fair and consistent evaluations of teachers.  The school executive must engage teachers and other professional staff in conversations to plan their career paths and support district succession planning.


Standard 5: Managerial Leadership
Schools executives will ensure that the school has processes and systems in place for budgeting, staffing, problem-solving, communicating expectations and scheduling that result in organizing work routines in the building.  The school executive must be responsible for the monitoring of the school budget and the inclusion of all teachers in the budget decision so as to meet the 21st century needs of every classroom.  Effectively and efficiently managing the complexity of every day life is critical for staff to be able to focus its energy on improvement.


Standard 6: External Development Leadership
A school executive will design structures and processes that result in community engagement, support, and ownership.  Acknowledging that schools no longer reflect but, in fact, build community, the leader proactively creates with staff, opportunities for parents/guardians, community and business representatives to participate as “stockholders” in the school such that continued investment of resources and good will are not left to chance.


Standard 7: Micro-political Leadership
School executives will build systems and relationships that utilize the staff’s diversity, encourage constructive ideological conflict in order to leverage staff expertise, power and influence in order to realize the school’s vision for success.  The executive will also creatively employ an awareness of staff’s professional needs, issues, and interests to build cohesion and to facilitate distributed governance and shared decision-making.


In compliance with federal laws, Guilford County Schools administers all educational programs, employment activities and admissions without discrimination because of race, religion, national or ethnic origin, color, age, military service, disability or gender, except where exemption is appropriate and allowed by law. Refer to the Board of Education's Discrimination Free Environment Policy AC for a complete statement. Inquiries or complaints should be directed to the Guilford County Schools Compliance Officer, 120 Franklin Boulevard, Greensboro, NC 27401; 336.370.2323.

All Guilford County Schools facilities, both educational and athletic, are tobacco-free learning environments.

©2009 Guilford County Schools, 712 North Eugene Street, Greensboro, NC 27401 336.370.8100

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