Joel Klein (Dario Cantatore, Getty Images)
Exit Interview: Schools Chancellor, NYC: Joel I. Klein spent the past eight years running the biggest school system in the country. So what’d he learn?
The new episode of our Freakonomics Radio podcast (you can download/subscribe at iTunes, get the RSS feed, read the transcript, or listen live via the link in box at right) also introduces a new format: the exit interview. This week’s guest: outgoing New York City schools chancellor Joel Klein. (If you have suggestions for future exit interview subjects, be they well-known or simply interesting, please let us know in the comments below.)
Klein spent the past eight years running the country’s biggest school system. He came to the job as an education outsider, having spent most of his career as a Washington lawyer, including stints at the Department of Justice and in the Clinton White House. He is leaving the schools job to run a new education unit for Rupert Murdoch‘s News Corp., where he will get a nice little bump in pay. Besides the salary increase, Klein acknowledged he left the schools job so he and his wife could spend more time with their beloved dog, Roger.
Klein’s tenure as schools chancellor was eventful, to say the least. He eliminated community districts; closed low-performing schools and opened up lots of new ones (including many charter schools, which he put his full weight behind); tangled repeatedly with the teachers’ union; and changed the shape of the relationship of the Department of Education with its teachers, parents and students. He was also eager to experiment, whether with pay-for-grades schemes or the School of One program we discussed in an earlier podcast.
The School of One pilot program, which creates a learning “playlist” for every student.
Klein was a pretty candid interview subject. He made it plain that for all the battles he fought, and even won, there are still a lot of obstacles to turning public education into a performance-based enterprise:
I was able to see this in a way that I think people who grew up inside the system were unlikely to see it. Before there was Freakonomics, I actually believed in incentives and thought that they affect the way organizations work. It just seemed to me that everything in K-12 education was misaligned. We incentivize all the wrong things.
Klein is being replaced by Cathleen Black – who, like Klein, comes to the job from outside the realm of education (she was chairwoman of Hearst Magazines). This has been a noisy issue but Klein says it shouldn’t be:
I used to say that the managing partner of a law firm necessarily shouldn’t be a lawyer. Lawyers are not steeped in management, in human capital and creating incentives and creating an organization that is a problem-solving organization – those are not the things that people have been trained to do. You can be a great teacher and actually a poor principal. One of the things that always struck me is we thought people had to be a teacher first before you can be a principal. Why shouldn’t there be people who can come in who have the management skills, appoint a strong deputy, put together a team and get the work done?
In the podcast, Klein also grades himself on the various aspects of his job. His worst performance? Public relations, he says.