On Leadership: Principal Pamela Chapman Is Using Grit, Grace, Data to Turn Around Her Detroit School
This is the first of a three-part series by The Seventy Four, which aims to honor exceptional school leaders in celebration of National Principal’s Month. Please note that this Q&A has been edited for style and length.
Principal Pamela Chapman has embarked on a remarkable journey towards authentic leadership, starting from her time in the United States Army Reserves to her current position at one of Detroit’s most challenging turnaround schools. As a single mother in Washington D.C., Chapman made the decision to become a teacher after realizing that her daughter was receiving a subpar education. She became acutely aware of how one’s socioeconomic status affects the quality of education they receive.
Chapman demonstrated her commitment to education by progressively advancing from teacher to instructional coach to assistant principal, consistently achieving impressive student achievement gains as she relocated across the country. Her daughter has recently graduated from college.
Currently, Chapman faces her latest challenge as she leads the turnaround efforts at Brenda Scott Academy for Theatre Arts, a pre-K-8 school located in Detroit, Michigan. This city has long been plagued by financial difficulties and is often seen as a symbol of urban decay. Chapman’s school, which she has been leading for almost a year, falls under the Education Achievement Authority, a district responsible for the state’s lowest-performing schools. For the 872 students in her care, who come from challenging backgrounds, she represents their greatest hope for a better future.
Acknowledging the difficult situation, Chapman expressed her determination to make a difference: "We’re starting from the bottom, as you may already know. That’s why I decided to fully commit."
Despite the challenges, how do you motivate yourself on those tough mornings?
Interestingly enough, I positioned my bed against one wall to reduce the chance of waking up on the wrong side! Additionally, by looking up, I see my vision board that represents my aspirations and higher self. One picture on it is of Frederick Douglass with the quote, "It is easier to build strong children than repair broken men." This serves as a quick reminder to reset my mindset. I tell myself, "God has given you another day to succeed. How can you make the most of it?" This is truly who I am, dedicated to the work that benefits children, because if I don’t do it, who will?
Could you share your experience of working in a school that requires a turnaround? Do you have a theory of change?
Turnaround work is undeniably challenging and varies from day to day. My approach to turnaround can be summarized in a few key aspects. Firstly, there is a strong emphasis on creating a positive school culture. I want children to feel a sense of belonging and support when they step foot in our building. Our core values should align with the values of our community. For example, "grit" is a crucial attribute that I believe will guide my students towards successful high school and college experiences.
Secondly, teachers play a pivotal role in narrowing the achievement gap. When it comes to recruiting and developing teachers, I focus on two essential qualities: aptitude and attitude, which I refer to as A squared. I seek individuals who are receptive to feedback, possess a growth mindset, and are capable of recognizing and overcoming biases.
Lastly, the socioemotional well-being of our students is paramount. Particularly in a city like Detroit, it is evident that a significant portion of our students suffer from post-traumatic stress disorder due to their daily lives and experiences.
What do you find fulfilling about working in a school?
I derive immense satisfaction from the act of teaching itself. Last week, when a 7th-grade social studies teacher fell ill, I excitedly took the opportunity to step in and teach. It has been a rewarding and uplifting journey. I thoroughly enjoy urban education, working closely with both teachers and students. For me, it is a moral obligation and a matter of social justice. Making breakthroughs in students’ lives brings me great joy.
Would you consider yourself an entrepreneur? I ask because turnaround cultures and start-up cultures often share similar attributes such as resourcefulness, creativity, and a willingness to accomplish the impossible.
Did you experience any challenges in your career that ultimately helped to shape you into the leader you are today?
One particular setback that comes to mind is the decision to relocate from Florida to Detroit. When I arrived in the city, I initially believed that simply being there would earn me credibility and respect. I thought that my track record of turning around schools and making a positive impact would automatically garner support from my staff. However, I quickly realized that this was not the case. Many people had doubts about who I was as a person and questioned my motivations for being there. This setback was disheartening for me because I am deeply committed to the work I do. It was a struggle to experience a lack of support from others. I had to go back to the drawing board and find ways to build trust and change the deeply ingrained beliefs and mindset surrounding inner city schools and the potential of black children.
As you transitioned from being an outsider to an insider in Detroit, what are some of the valuable lessons and experiences you gained from the city?
The greatest gifts I received in Detroit were the people. The community is filled with individuals who bring a wealth of cultural knowledge and perspectives to the table. The parents of my students, in particular, have been remarkable. They are not perfect, but their openness and willingness to join me on this journey have truly been a blessing.
Have you had the opportunity to read Sheryl Sandberg’s book "Lean In"? If so, what does the concept of "leaning in" mean to you?
Yes, I have read "Lean In" and I am a huge fan. To me, "leaning in" is about challenging and pushing myself. If I am going to inspire and motivate others to believe in the potential of Detroit, I must first prove it to myself. When I arrived in Detroit, I had no support system in place, no friends or family nearby. I couldn’t convince anyone to join me on this journey. Despite this, I embraced the idea of "leaning in." I asked myself, why wouldn’t I take this opportunity? What’s the worst that could happen? At the very least, I could leave Detroit in the same condition I found it. However, I highly doubt that will be the case.
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