We caught up with the brilliant and insightful Crystal Gilbert-Mosley a few weeks ago and have shared our conversation below.
Crystal, thanks for taking the time to share your stories with us today What’s something you believe that most people in your industry (or in general) disagree with?
I believe that people in education have the wrong priorities. If you speak with educators and ask them who or what are the priorities in the educational system. Most educators will say with a resounding scream “STUDENTS!’ I do not share that belief. I believe that “students’ are “A Priority” but I do not believe that they are “THE PRIORITY.” I believe that my staff with a special emphasis on teachers are the priority. As the Superintendent of a small school I believe that it is my job to ensure that my teachers can teach without disruption and have the resources they need to ensure that my scholars learn and excel. By ensuring my teachers can teach I am ensuring that my scholars can learn By making my teacher THE priority I am ensuring that my teachers will take care of our students and families.
Great, appreciate you sharing that with us. Before we ask you to share more of your insights, can you take a moment to introduce yourself and how you got to where you are today to our readers.
Prior to beginning my career in education I was in hospitality management. I served as a Team Unit Manager for Taco Bell where I managed 3 restaurants. I worked in this industry for 3 years and then became a home day care provider. I was a home day care provider for 3 years before I began working as a middle school teacher at a small private school in Dayton, Ohio. I served as a teacher, Lead Teacher, Assistant Principal, Dean of Students and now Superintendent. I have been the Superintendent at City Community School for 6 years and I am currently in my 23rd year as an educator.
Any advice for managing a team?
One of the things I am most proud of is my staff. I have been able to create an environment that is positive, family-like, spiritual and loving. While I have the title of Superintendent I do not ask my staff to do anything I wouldn’t do. I do not have a special parking spot,. I arrive to work at the same time everyone else is expected to arrive. I do not take advantage of my position and I hold myself accountable for anything that goes wrong and I credit my staff especially my Principal for all of our successes. All of my decisions are always made with the thought of my team and how those decisions will benefit and impact them. I make sure that they have input in decisions being made so that we all have ownership in our school and our scholars. This approach to leadership has fostered an environment that has allowed me to create a culture of unity and collaboration.
What’s been the most effective strategy for growing your clientele?
The most effective strategy for growing my enrollment has been social media. I am very proud of how we manage our Face Book page. We post all of our events which allows potential parents to get a glance of the school. We pride ourselves on being #morethanjustaschool. We believe in school beyond the four walls of a school building and those events are often highlighted on social media which has increased our exposure and ultimately our enrollment.
Contact Info:
- Website: cityday.org
- Facebook: City Day Community School