As the most important leader and manager of the school, the headmaster needs to pay attention to the practical and pragmatic style, and be able to put the good policies and ideas of the higher education departments or schools into practice and achieve results. However, in practical work, many principals always like to pay attention to thinking, make plans and set goals seriously, and relatively ignore implementation and post-event inspection, which is an important embodiment of principals' execution. So how should the headmaster "grasp the implementation" in his work?
First, improve the mechanism and pay close attention to implementation.
Some systems cannot be implemented or are not well implemented. One of the most important reasons is that the implementation mechanism is not perfect enough. We can often see such a phenomenon: as long as a school does not have major problems, no one asks whether the system is implemented well or not; True grasping is the same as "virtual grasping", and no one studies it carefully. In addition, there is a phenomenon: some principals think that everything will be fine with rules and regulations, and it doesn't matter whether they are implemented or not. They are only satisfied with hanging the system on their lips, sticking it on the wall, and paying attention to form, without considering or paying attention to how to embody it in practical actions and implement it in concrete work. All these phenomena are due to the lack of guarantee and application of restraint, incentive and supervision mechanisms.
Therefore, in order to "grasp the implementation", we must first improve the mechanism, such as using a restraint mechanism to regulate the attention of implementers, establishing a post target responsibility system to regulate their behavior, supplemented by regular inspection and assessment to ensure the implementation of the system; Secondly, use the incentive mechanism to stimulate the enthusiasm of the implementers and ensure the implementation of the system by formulating corresponding reward and punishment measures; Third, strengthen the responsibility of implementers with supervision mechanism, and create a strong supervision environment to ensure the implementation of the system by establishing systematic and complete supervision mechanisms such as organization supervision, mass supervision and discipline supervision. With this mechanism, we must ensure its implementation. First, to maintain the seriousness of the mechanism, constraints must be strong, rewards and punishments must be honored, and supervision must be in place; The second is to ensure the continuity of the mechanism and not to change it at will; Third, we must ensure the fairness of the mechanism. Don't "eat food" because of people, everyone needs a size. Those who kiss me should not be "loose" and those who stay away from me should be "strict".
Second, repeat and implement it.
"Do a good job in implementation" is a sentence that many principals often say when assigning work, but why can't the phenomenon of poor implementation be eliminated in some schools? Problems always recur? The author believes that the main reason is that some principal leaders often concentrate on studying the system, checking the implementation of the system, and investigating people and things that violate the system after the problem occurs or the leaders grasp it tightly. Usually, few people ask, some people take care of it, and some people catch it. They put aside the system, do what they want and go their own way. To "do a good job of implementation", we must repeatedly implement the system. It is this lack of repetition that makes the loopholes in the work not found and corrected in time. At the same time, some principals regard the implementation of the system as a "one-time" job, and think that once the system is in place, the measures are set and the personnel are in place, it is equal to implementation. If it accumulates over time, problems will inevitably arise.
Therefore, "grasping implementation" must be repeated. First of all, we must have a strong ability to grasp the end. To ensure that all systems are put in place, Qi Xin will make concerted efforts, make up its mind, eliminate interference, and grasp the whole thing to achieve results. Second, we must have perseverance. Grasping the implementation of the system is a process and a long-term task. This is not an overnight task. Everything should be grasped at all times, often, repeatedly and constantly. Third, we must be meticulous and strict. Grasping the implementation of the system requires high standards and strict requirements, step by step. Once the system is implemented, we must make persistent efforts to implement it; When the system is not well implemented, it is even more necessary to learn a lesson and implement it meticulously. In short, the "three forces" are integrated and the system is truly in place.
Third, set an example and implement it.
The headmaster is the leader of the school. His or her words and deeds have a great influence on the school and have a great relationship with the implementation of the system. Therefore, as a leader, we should set an example and start from ourselves. On the one hand, we should constantly strengthen institutional awareness: first, we must never shelve effective systems and ignore the study and mastery of various systems; Second, we must never regard the system as regulating the discipline of others and draw ourselves out of the circle; Third, we must not regard not following the system as having courage and pioneering spirit, and guarding the rules as not emancipating our minds. On the other hand, we should strengthen educational guidance. After the introduction of a system, the headmaster himself should strengthen the education and guidance of cadres and workers on the basis of learning and mastering, turn various systems into the conscious consciousness of every cadre and worker, and let cadres and workers clearly realize that the system that is not implemented is lifeless, lifeless, and even the best system is a dead letter. On the other hand, we should set an example of observing the system. One way for the headmaster to establish his prestige is to set an example and abide by the system. Leadership cannot be above the system. If you act according to the system, take the lead in standardizing yourself according to the system, and manage strictly according to the system, the whole leadership team will easily abide by the system, and the execution of the system will inevitably be enhanced. In addition, we must adhere to the principle. On the basis of setting an example, the headmaster must insist that there are no exceptions, no discounts, no "leniency" and "flexibility" for people and things within a certain system coverage. Some people say that the flexibility of management may be an art, but the flexibility of the system must be a disaster.
At present, the new curriculum reform is in a critical period, and it is especially necessary for principals to firmly establish the spirit of seeking truth and being pragmatic, do a good job in implementing all the work of the school with realistic and pragmatic management behavior, and promote the sound and rapid development of the school.