PCPCS is proud to introduce ournew series, Profiles in Leadership, where we’ll be sharing key insights and valuable lessons from some of the most respected charter leaders and advocates from across the Keystone State.
A simple definition of leadership is the ability and willingness to take ownership of an organization, combined with an intrinsic drive to do what is best for the organization. For leadership to be effective, it must be built on a solid foundation consisting of a clear mission, a vision for the future, a specific strategy, and a culture conducive to success. Please join us in celebrating these industry leaders!
Brian Hayden was appointed Chief Executive Officer (CEO) of The Pennsylvania Cyber Charter School (PA Cyber) in January 2017. As CEO, he leads one of the oldest and largest public cyber charter schools in the nation with its headquarters in Midland, Beaver County. Serving over 11,000 students from every county in the Commonwealth, PA Cyber is a leader in innovative, online education choice providing a public school alternative to families from diverse backgrounds, social-economic status, and with unique academic and social needs. In addition to being a member of the Pennsylvania Coalition of Public Charter Schools’ Advisory Council, he is also Commissioner for the Middle States Commission on Elementary and Secondary Schools.
Prior to PA Cyber, Brian was Executive Director for Institutional Research and Engagement at the Community College of Beaver County and had worked for twenty years for federal, state, and county governments.
As part of our series Profiles in Leadership, PCPCS provided Brian with a list of questions designed to cultivate an understanding of the leadership qualities and skills necessary to be a successful educator, business leader, and advocate for charter schools across Pennsylvania.
What steps or positions made you the leader you are today?
For the past twenty-five years, I have held six professional positions in government and academia. Throughout this time, I have had the opportunity to work for and with several outstanding leaders as well as those who were not. In most cases, I was in the proximity of the CEO, having a front row seat to the role. At each stage of my career, I observed how people reacted to communication styles, decision-making, and adversity; I created a mental record of what I perceived as positive and negative so that if I were to be in that position, I would try to replicate the best and avoid the worst. I try to remember how their actions and reactions made me and my peers feel, knowing that the leader’s words have great weight and meaning, very much influencing the culture and direction of the organization. How do you maintain your and your team’s daily motivation and inspiration despite obstacles, push-back or setbacks?
Our students and their families are my biggest inspiration. Their personal stories can be both uplifting and heartbreaking as they describe the reasons PA Cyber is
the better alternative for their K-12 education. I have logged thousands of miles in the past two years, regularly visiting our nine regional offices, attending National Honor Society inductions, or joining field trips. Each spring, we hold Art Showcases so that students can display their performing and visual art talents; we attend competitions with our award winning DECA team; we regularly hold virtual and live focus groups to better understand the needs of our families; we acknowledge individual student success, both in the school and in the community, with handwritten notes. One of the greatest compliments I get is when a student will ask me for a college recommendation; they trust me to articulate both their successes at PA Cyber as well as their dreams for the future. Our goal is to break down the virtual barriers that cyber schools have and to create better connections with our students and families.
What gets the bulk of your attention during the day or week? How would you reallocate your time if you could?
I would like to say PA Cyber students, families, and employees. Unfortunately, it’s too often legal, financial, and organizational issues. This is not really a surprise when one considers how large and complex our school has become with so many people and issues competing for attention. Nevertheless, I am conscious of the need to direct time and energy to the students, families, and employees. For example, I will walk to another building to respond in person to an e-mail, getting me out of my office. Similarly, I try to attend as many student events as possible, seeking feedback from our families. These personal connections, even in a virtual environment are vital to keep focus where it needs to be.
Do you have a mentor? If so, what traits are you seeking in a mentor and why?
Beginning with my first professional position after graduate school, I have been fortunate to have had a series of outstanding mentors. Each of them has provided me with support, knowledge, and most importantly constructive criticism. They encouraged my strengths and exposed my weaknesses, while always advocating for my advancement. They had the confidence to let me step forward, undertake significant tasks, and to fail. Their support and encouragement, even when I was unsure or disenchanted, helped me to see the long view and understand that advancement comes with patience, persistence, and collaboration. Most of these mentors also demonstrated humility, preferring to let the outcomes speak to their competency. Equally important, I learned from them how to be a mentor and have tried to do so in the last few years.
Do you ever self-evaluate your leadership? If so, how?
Constantly – perhaps obsessively! I believe that self-reflection is an important leadership tool. Our words and actions have far greater consequences, both positive and negative, than any other person in the organization. After any significant interaction, I ask myself “did I communicate complete information and my intentions?”, “did I encourage and allow others to fully express their views?”, “what message did others take from this?”. Generally, I do not believe that there is enough relevant assessment in education. I’m not talking about test scores or graduation rates, but the hows and whys of teaching and learning. How are we really preparing our students for their next steps, not just the college application process? Why are we operating the way that we are? Is this the best way to engage and encourage student success? Ultimately, what are we doing to ensure out students can learn to be their best selves?
What do you feel is the most pressing challenge that charter leaders are facing today? Why?
As a newcomer to the charter school movement, I assumed leadership of a stable, prosperous institution. Nearly twenty years after its founding, PA Cyber has seen peaks and valleys, but has grown into a significant education enterprise, as have many of its peers. I believe that it is important for charters, especially cyber charters, to take their place as equals with other sectors of K-12 education. We should no longer portray ourselves as outsiders, but as a quality alternative to traditional public schools, just as the private, independent, and parochial schools do. We should continue to be innovative disrupters by creating quality online curricula and learning communities, finding new ways to better engage students and families, and acknowledge the challenges we face. At the same time, we should advocate from a position of strength, pride, and confidence reminding policy makers that our schools serve tens of thousands of students and that they deserve the same educational opportunities as do all Pennsylvanians.
Thank you to Mr. Hayden for taking the time to share his wisdom and insights. If you would like to nominate someone for a future profile , please contact Brandie Karpew at PCPCS.
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