Public Education Matters

Various student voices 0:08
Public education matters. Public education matters. Public education matters.

Scott DiMauro 0:15
This is Public Education Matters, brought to you by the Ohio Education Association.

Katie Olmsted 0:26
Thanks for joining us for this episode of Public Education Matters. I'm Katie Olmsted, and I'm part of the communications team for the Ohio education Association's nearly 120,000 members across the state. Those public school educators are organized into about 750 local associations, and each of those locals has its own elected leaders, guiding and supporting the members they serve. The work those local leaders do is truly invaluable, and it is so important that local members continue to step into those leadership roles, but for those who find themselves as new local presidents, it can be hard to know where to even start. That's why NEA offers special trainings for new presidents every year, and why there are ongoing supports to ensure local presidents can be successful in those roles. We sat down with two recent alums of the NEA new president's training to hear more about why they attended and what they got out of it. Barb Newton is a sixth grade middle school tech resource teacher in Northwest Local Schools in Stark County, currently in her fourth year as president of the Northwest Teachers Association. And David Graham is an eighth grade science teacher at Trotwood Madison Middle School who's in his first year as president of his local.Here's what they had to say when we talked to them both in December.

Barb Newton. David Graham, thank you. Thank you. Thank you for coming on the podcast to share your experience and your perspective. David, I want to start with you. This is your first year as a local president. How has it been going?

David Graham 2:07
It's my first year as anything other than a building rep, which I've only done that one year. So this is my second year doing anything in the union other than being a part of it as a teacher for four years prior. So it's been a little bit of the experience getting used to union president and all kinds of different things. I've appreciated different help that I've got from OEA, from NEA, and my LRC. I've never felt really like unprepared or totally oblivious as to what's going on. There's been some conversations that I never knew happened with union presidents. I've kept a little bit of a calendar for myself so I can keep track of, like, how many meetings do they really have? And I'm currently, like, 100 for right now. So some people tell me that's a lot. I don't know what's the norm, but.

Katie Olmsted 3:00
Well, I was sitting here going, what can we tell other people about trying to become a local president, and now I'm afraid we're going to scare them off. Barbara, is that your experience too? 100 I mean, I'm talking to you in mid December. Have you already had 100 meetings as well?

Barb Newton 3:17
I haven't been as busy as David has. Oh, so no, I would say, no, I have not had that many meetings. We just came off of a negotiations year, which that was a very, very was my first negotiations as president, and it was a very, very busy year. So lots of meetings for our team and planning and training the OEA. We went to the OEA boot camp, so a lot. But as far as our district is really we work close with our district, so as far as trying to resolve things, and so things have been moving. It's been a smooth year for us this year, as far as the district and communication and that collaboration, working together and working things out, has been going really well for us this year.

Katie Olmsted 4:01
And Barb, this is your fourth year as a local president. How has your approach to the presidency changed since you were in David's position?

Barb Newton 4:12
I feel like when I first started out like David, I mean, I was a building rep for years, and someone said, we need a president, so I just stepped up and we had one person who had been there for numerous years as our chief negotiator was a huge help. New vice president came in with me. So how has it changed? One is just building that culture of trust and relationships so that when we have to tackle things that are a little bit challenging, the support is there. So right now I'm in the in the phase of, like, one I was just trying to survive when I first started, like David probably is a lot of first year presidents, and now I'm in the phase of trying to build a leadership team. And you know, when I look at the team that wehave right now in the roles, like for me, I'm going to be done retired in a couple years, and then below me, they're sitting at three to five years. So it's now a matter of we're building future leaders, which has been fun, you know, interacting with people that you can bring into leadership roles, that you know will continue what you have started out to accomplish as a team for your for your teachers and your students.

Katie Olmsted 5:25
David as a brand new leader. How did you end up in that role? Same sort of situation where, where somebody who had had the job for a while sort of tapped you individually, or you just said, hey, it's me. Let's do it.

David Graham 5:37
I don't really know exactly what sparked the run for it. I think it was like the first time there was an election of any officer. I was like, do they normally go uncontested and various things, and people have their opinions about how the role should go and things like that. So I was like, well, I've got some thoughts and stuff, and people seem to think I have some good ones. So well, we'll just see what happens if I, you know, run, at least, you know, if, if I don't win, then it further emphasizes that person that's been in it for six years, and they still get a popular vote amongst their peers, or I get in, and we'll try something different. So it was all out of no one's run against who was the president, and so I just wanted to try and help the image of the union look strong in terms of just whoever's there. I don't think uncontested is always a good route to go.

Katie Olmsted 6:38
I have to assume that at least in some locals, the races remain uncontested because there is a learning curve to becoming a new local president, and that's kind of a daunting task. But you both have mentioned some supports from NEA and from OEA to help you acclimate to this role and to really seize it and succeed. You both did, actually, the NEA new president's training. Is that correct?

Barb Newton 7:03
Yes, I did. Yes, I did, also.

Katie Olmsted 7:06
What can you tell me about it?

David Graham 7:08
Oh, this being my first year, I didn't know what to expect. So when my LRC mentioned the NEA new president training, the first thing was it was during my first couple days of school. So it was during those first couple of teacher work days, so I had to go in ahead of time get things ready, but I didn't really know what to expect. And I think I had no concept walking in for what NEA really was, or the value of it to the local union, and what I walked away with was a good amount of a tool kit to get things started. They do a good job setting you up in terms of getting some type of vision together. That way you don't you walk away with some type of vision of what you want to work on, what are some strengths that you, your union maybe naturally goes towards, or what are some things that they might want to grow in. So they do a really good job developing those they separate you up in different groups, you find out that even amongst new presidents, you're basically the biggest rookie in the room. At least I did, because everybody else had had years of experience prior to becoming president. They were groomed for it, and I was kind of one of those slingshot into it. But they always have the group find a way to stay in communication with the other new presidents. So some of those things that still seem like is this awkward or is this normal, at least amongst the other new presidents, you could feel like normal for a new pres in some different things, and just seeing some of the struggles they go through as a new pres with that learning curve, but I think it's helpful in helping develop that nationwide perspective.

Katie Olmsted 8:49
Barb, what was the new president's training like for you?

Barb Newton 8:52
Well, for me, and it was I was in my going to my third year, when I attended it, and it just gave me another support. And I there were, I think there was around 25 presidents from across the United States that were at this training from different states. And I loved how they put us in groups, and we got the chance to talk about, you know, I didn't even realize there were actually presidents who are, you know, they have time off like their their time released. And, you know, I'm trying to do the job when during the day, you know, with the help of my other team members. So I learned some things that I didn't really realize how it looked in other places, in other states. And what was really, really valuable was a lot of them were, they were newer than me. But for me, just talking to people that are going through the same struggles, and you're advocating for the same things, and how is it working with your superintendents, just having that camaraderie to meet together, be put in groups, they switched our groups up like every day, so you were working and talking with different people, which was really nice, whether they were classified or certified people. Um, it was, it gave you an opportunity to hear perspectives, learn from one another, and you also had the opportunity to make those connections. They made a connection with a Facebook group book for us that we voted on a name and we keep in touch with. You know, you know you kind of make connections with when you're there some people you make tighter connections with than others that, you know, I still keep in touch with, if there's something going on that you need to run by or, you know, how are they are just doing in general with their life. But they also did a really cool thing that I thought was neat was they had you right on the last day, what were your goals and what were you leaning to do in the next, you know, six months or so? And so that was a letter that you composed that was going to be sent out to you to just kind of check in, like, here's when you were there, all the things you were thinking about that you wanted to do or an accomplish. And it was just a check to see, did you follow through to see what your goals were, you know, and possibly if you were changing them. So I can't tell you it was just so invaluable. I mean, I hope other people can take the opportunity to attend these trainings and to meet people that are in the same positions that you're in, and work through things just like going to their unit serve. I know sometimes when I attend the UNICEF council meetings with your LRCs, like I love going to those and sitting and chat with other presidents. And I think depends on the area you're in, some are more attending than others, but I think that's another great opportunity that our LRCs are offering for us to get together and be around other people and discuss issues that we need to be, to work on towards what we're going to be working on in the next you know, year.

Katie Olmsted 11:43
How important are those supports for especially a new local president. But any local president and and I guess, what do you think your today as a local president would look like had you not had that NEA training?

David Graham 11:57
Barb was mentioning some of the small groups they stick you in. They called them triads when I went there, and I agree with Barb. It really opens up the perspective in terms of how unions can really be a support for just schools in general, not just educators, but anybody involved with that process, whether it be the bus driver, the secretary or custodial staff. There's a lot of different ways to view that support, and they went through like, three different dynamics for a union, and one that I felt like my union needed to focus on was social, emotional aspect. I was like, you don't see too many unions really, really drive that, at least where I've been, so that was important for me. But I think just a lot of those supports of, you know, what is really a good thing for a union to drive towards when you I'm in getting ready for negotiations coming up. You know, while trying to finish my masters that I started back in 2007 I took a little break, but trying to finish that and also get ready for negotiations on top of everything, and not being any type of a release, you know, being able to hear other presidents say that we're smaller than you and we get partial. So you feel more at ease with coming to the table, with that, coming to the table with other types of discussions and things that you want to try to adjust in your contract, whether it be like how assault leave might be approached, or even just how planning might be approached. You know, what are some of those things that are like, okay? That is a reasonable ask and not feeling like a crazy person out there when you try to ask those things of management, or when different struggles are happening with between maybe curriculum or HR and the staff, not feeling like you're the only staff that have those types of questions. So I think it just, it helps feel like just a barometer towards, okay, what's the unreasonable, what's the reasonable.

Katie Olmsted 14:01
Barb, do you feel like you got any specific skills that have helped you?

Barb Newton 14:05
The communication part is one of the things that you know when you're just about when you're just teaching. I just didn't really see the whole picture of like behind the scenes, of how much communication and work there is with administration and with your team of leadership that is leading your union. So I mean, when we when we talked in groups, and we did those things along communication and what type of leader you are, those were so invaluable items for me to reflect on what I am doing, being in but it was my third year that I'd start when I went to as how I was going to approach my fourth year of going into presidency, and how I can be a best support for the teachers and advocates for them and for what we're trying to accomplish. You know, we want everyone to feel like they have a voice and their voice. Is heard and be a good listener. And, you know, just taking those times and having your support systems to listen to sometimes. And sometimes it is my immediate my vice president, and sometimes it's, you know, my chief, but other times it's those connections I've made elsewhere when I've attended other trainings that you know, OEA and NEA have added that I might reach out to to just get some support and feedback. Like, have you guys dealt with this, you know? And that kind of helps me with situations that I might not be familiar. Along with my LRC, she is wonderful. Like, I couldn't say enough about the support that is given there for what I need to do with my job.

Katie Olmsted 15:42
So a lot of supports for local presidents and supports from local presidents to members. What would you tell other members, other rank and file members, who are considering a run for leadership or stepping in one of those roles?

Barb Newton 15:58
I would tell them that leadership is a journey, not a destination, it's an opportunity to make a lasting impact, but it also requires resilience, empathy and willingness to learn. I'd also like to encourage people not to be afraid to step into leadership roles. I know a lot of people are afraid to make that step into the roles, because it might seem daunting to them, but one of the most important things is building relationships with their colleagues and listening to their needs and to always remember, I feel like leadership is about service. I don't feel like it's being in charge, but about empowering others to do their best work, and some of those skills they can develop in leadership would be like the conflict resolution, negotiation and strategic thinking. They're invaluable, and that'll help them grow, both professionally and personally.

Katie Olmsted 17:03
David, do you have any advice for people who are considering entering a leadership role?

David Graham 17:11
With unions, I feel like it's important to remember why you're there, and it's for to represent everybody, and it's hard to represent everybody if you don't talk to them that often, I try to visit the buildings every so often. Originally, I set out to once a month with five buildings. That's too often to make it reasonable for me and my schedule, so I think I've been to each building at least three times this year so far, and it's just one of those things that I'm trying to do as a new pres do it more often than maybe might be my pattern in years to come. But also care more about the people than just what the role gets in terms of a title. I don't it's really kind of goofy when people go, Hey, Mr. Pres, I'm like, I'm still Mr. Graham. I think they're just trying to be funny and pick on me because, you know, I joke around too, but it's really remembering what would benefit the staff and benefit the students, because sometimes that gets lost in translation and just in the heat of it all with trying to care and educate your students and support them the best you can. Sometimes emotions get a little tired and those types of things, and then when conversations with administration or other people in management happens, sometimes the articulation doesn't come together that is beneficial for what the problem really is. So I think it's helpful to take just time to approach it from a calm sense, with staff and students in mind, but also management's trying to do their part too. They're not there just to make the money. They're there to serve students and the families and the staff as well. So trying to aid with those type of connections, I think there's just certain things that have happened in my own personal life that have definitely hit the emotion side for me, which definitely has helped me grow in empathy towards other people. So you know, when an administrator is coming a little hard at a circumstance and maybe they don't see the whole picture, trying to help them both sides with that and just loving people to be able to care for the struggles that do make the job difficult, but also that together, we are stronger, and when we are Stronger, we can better serve our students.

Katie Olmsted 19:41
Well David Graham, Barb Newton, thank you for your service to your students, for your fellow educators, for public education in Ohio, and thank you for your time.

David Graham & Barb Newton 19:52
You're welcome. You're welcome. Thank you for having us.

Katie Olmsted 19:58
The NEA New President's Training is one of several opportunities that are offered for local leaders to develop their skills. NEA also offers a training for presidents with three to five years of experience, among other supports. Keep an eye out for future session information for these kinds of trainings and talk to your labor relations consultant if you're interested in attending. And of course, make sure you come right back here for more. Public education matters episodes. New episodes of the podcast drop every Thursday this season, as we continue to dive into the issues shaping the public education landscape in our state. Because in Ohio, public education matters.

Transcribed by https://otter.ai