What do leaders of language schools need to know at a minimum? Study Group 4 What do leaders of language schools need to know at a minimum? “The United States Air Force doesn't grow Colonels for this job.” Colonel ‘Had’ Jones relinquishing command at change of command ceremony at DLI-ELC Lackland AFB. 2012

Whether a language professional or not Institutional placement constraints and opportunities Understand that where the school sits in the larger hierarchy can affect its work. Expect to “mind the gap” between expectations of higher echelons and realities of school staff, teachers, students and courses. Be an advocate both up and down: HQ is a different audience than your teachers. Tailor your message. Pick your battles wisely. Discover when flying under the radar is the right path. Learn to plan in an academic environment. Language schools operate differently than other defense and military environments. Language school teaching emphasis is on process rather than outcomes. Pay attention to language acquisition issues. Gain an appreciation for the trade offs involved in “time on task” vs real world constraints. Course lengths are affected by both academics and resources .

Whether a language professional or not Budgeting. Know how you get and use the money. What laws are applicable? Know enough so the resource managers can’t take advantage of you. Contracting. Know your contracting processes and rules. This can help you do your mission better and avoid potential minefields. Curriculum development processes. Learn the curriculum development process. (Why can it take so long? Should it? Can it be speeded up? Should it be speeded up?) Language assessment. Gain an appreciation of assessment from achievement tests to proficiency testing. You need to know enough to be able to communicate with the testing specialists and to explain testing concepts and testing administration to higher echelons. STANAG 6001. (ILR in the USA). You need to understand this because it’s fundamental to your work. Technology. Use it to support instruction and testing but try not allow it to become an end in itself.

Whether a language professional or not Language Departments. Pay equal attention to different language departments and missions. You should make each feel that their missions are of importance. Interpersonal relations. Be attentive to and knowledgeable of the professional cultures of staff, teachers and students. Military service cultures. Be attentive to the different military service cultures and don’t favor one over the other. Military and Civilian cultures. Be attentive to the differences in military and civilian cultures. Understand them and tailor your approach to each. Military and Civilian personnel systems and evaluations processes. Remember it is about careers. You don’t want to ruin someone’s career through inattention or ignorance.

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