Dr. Bobby Ott | Superintendent, Temple ISD

What motivated you to choose public education as a career?

At an early age, the people in public education were some of my most memorable and very first role models. I aspired to be like those individuals and care for children the way I was cared for by my educators. As I became a young adult, my position strengthened as I realized the true impact educators can have on the future by positively making a difference in a child’s life.

Tell us about your mentors and some key learnings from them.

I spent a lot of time “studying my mentors” by observing their every move, who they spoke to, what they frequented, how they communicated, and what they valued. I learned many of the intangibles in leadership through observing great mentors. These intangibles include a sense of timing, leading leaders, making sound decisions, and an ability to change gears between situations while not allowing one to adversely affect the other.

What are some things your district has focused on that are helping lead us through this pandemic?

We have three priorities of focus that Temple ISD has wrapped around during this pandemic:

1. Staying Connected — every community needs to be connected to their district, family to their child’s campus, and child to their classroom. We make it a point to do whatever it takes to remain connected to our constituents.

2. Staying Calm — every communication, reaction and word (not just message) are being watched more than ever due to the struggles and sensitivities around this pandemic. I am cognizant to make sure I remain calm in my interactions and communications because it breeds confidence in hope, normalcy, and the idea of security. People are more assured by calm leaders than those who are so emotionally charged they compound matters.

3. Staying Comprehensive — we are not of single-minded focus. Schools manage crises throughout history, but it is not all we do. So, it is imperative that we continue a focus on student outcomes, district strategic planning, sound financial practices, staff development, and other district priorities. If a leader is not careful, she or he can allow the maintenance needs of an organization to consume all efforts. In so doing, the organization will neglect its developmental needs. It is important to never lose sight of both — irrespective of the current situation.

What are your favorite leadership books and why?

I am less of a “how-to” reader of leadership. I prefer taking a biographical approach to learning leadership by studying the lives of leaders throughout history. My favorite book is titled The 100: A Ranking of the Most Influential Persons in History. This book has allowed me to study 100 individuals who have made significant impacts and contributions to mankind. I can follow their decision-making, no matter their profession, and review their approach to their desired outcomes.

What is your favorite student success story from your time as a superintendent?

My favorite student success story is being part of the Wildcat Mentor program. I have mentored a fifth-grader in Temple ISD for the last eight years. I stay with these students throughout their entire schooling. My first mentee graduated last year from Temple High School and was accepted into college to pursue his dreams. Without going into much detail, he for sure beat the odds.

What was your “secret weapon” for working effectively with your school boards?

Learning journeys! This is my secret weapon. Too many superintendents spend a majority of their time communicating with board members on maintenance needs, which can become redundant and lead to a board that strictly approves business items. Board members have developmental needs as well. This is how they grow, become a synergized team, and a generative asset to a school system. As a superintendent, I put together an annual learning journey with regular retreats so we can address our developmental needs as a Team of Eight.

What skills are essential for superintendents to be effective leaders?

I would list the following five essential skills:

1. Courage — without courage a great idea takes no action.

2. Know your Limitations — if we assume what we do not know and pretend to be someone we are not we will lose credibility with those we serve.

3. Communicate with Sincerity — people may not always agree, but if we are fair and sincere we stand the greatest chance of understanding and being understood.

4. Fanatical Energy — To be effective in this job we must be a constant champion for every program, staff member, and student.

5. Balance — Deliberately make time to take care of ourselves and spend time with our loved ones.

What was a disappointment that you had early in your career and how did that motivate you?

There is a difference between being “prepared” and being “ready.” I learned this early on in my career through disappointment. As a first-year principal, I spent an inordinate amount of time creating plans and presenting them to staff. The campus had a plan to address every goal and every need. At the end of the first year, we hardly progressed academically. A teacher pointed out to me that she appreciated my preparedness, but the plans never took off because the teachers were not ready. This was perplexing. She continued to explain that the reason we were not ready is that I did not spend enough time out among the staff to gauge readiness and assess the organizational health needed for change. The following year I was motivated to spend almost all of my time among the students and staff, taking part in the plans and getting us all “ready.” In years two and three the campus improved significantly, even earning statewide honors. From that point forward, I have always remembered the difference between being prepared and being ready and make it a point to address both areas before implementing improvement efforts.

Is there anything else you want your readers to know?

Leadership is not about “the home run” but rather having a “high batting average.” Even the most seasoned school leaders have yet to see every pitch, take for example this pandemic. I tell aspiring leaders that it requires constant practice in the batter’s cage in order to keep your average high. In the end, you are going for a high batting average to put those you serve in the best positions to be successful a majority of the time.

Dr. Bobby Ott serves as superintendent of Temple ISD in Temple, Texas. He received his Doctorate in Educational Administration from the University of Texas at Austin. Dr. Ott is committed to improving and enhancing public education and has served on many statewide committees with a focus on early childhood education, curriculum and instruction, and leadership. He is active in the greater Temple community and strives to bring innovation, diversity, and a personal touch to his work and volunteerism. If you would like to continue this discussion of leadership, Dr. Ott may be reached at bobby.ott@tisd.org.

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