Introduction
When it comes to leading in education, the turbulence has never let up. Throughout my career, from teacher to administrator, to superintendent, I witnessed constant shifts in the landscape. Now, in retirement, I find myself weighing in on the enormous challenges faced by today’s educational leaders.
My thoughts on leading in the face of turmoil are rooted in experience, enhanced by the learnings from my book, Thought Leadership in Education: A Comprehensive Exploration of Transformative Educational Ideas. It is the basis for the practical advice and insight that I will share in this Educational Leadership series.
The Modern Leadership Challenge: Pressures on Every Front
Educational leaders face constant internal and external pressures. It is a daily test of endurance and adaptability.
Academics: From within, there is the intense drive to increase academic achievement, close opportunity gaps, and implement brand-new teaching methods. Even more challenging is the need to deliver rapid results, work with practically nothing, and be able to pivot on priorities.
Operational: Operational problems are also stacking up: crumbling schools, crippling finances, staff shortages, and the constant need for updated resources, all of which require daily juggling acts, and when the stakes are so high, there isn’t much room for error.
Cultural: Culturally, building a place of belonging and equity is a top priority, but it’s not a simple thing to accomplish. Cultural proficiency demands that leaders root out systemic injustices, support learners from all walks of life, and make everyone feel welcome, all while facing resistance and exhaustion.
Policy: From the outside, policy changes at the federal, state, and local levels turn the goalposts and leave leaders scrambling to stay on top of compliance and funding. School leaders get caught in the middle of ideological battles that distract from focusing on what’s most important for their students when we politicize education.
Community Issues: School systems reflect the broader society. Issues like mental health, family instability, and neighbourhood trauma are basically what schools do across the country. Educators are expected to serve as counselors, crisis managers, and community mediators, yet lack the support they need to do their jobs effectively.
Financial: Financial woes and economic inequality mean that school leaders are faced with impossible decisions, and are constantly told to do more with less, and the people who suffer most from that are the ones who need the most help.
The expectation to deliver instant results in systems that take years to grow, to be a jack-of-all-trades, and to never waver in their focus on the kids in the midst of chaos are all things that test even the most committed school leaders.
Navigating the Turbulence
Our 6-8-part series is based on a plan to get through the turmoil. It is built on outward-facing engagement with an unwavering internal compass.
The Community Ambassador Model
This model, built from my tenure in educational leadership and the research for Thought Leadership in Education: A Comprehensive Exploration of Transformative Educational Ideas, suggests that leaders must be proactive in bridging the gap between the school and the wider community, connecting with families, businesses, and local organizations to bring in new ideas and support for their students. These efforts, coupled with compelling stories and genuine partnerships, are the key to forming alliances. This model will help to frame the conversation over subsequent newsletters.
Distributed Leadership
Empowering your team is critical to success. No one person can do this job on their own; they rely on the strengths of the people working under them, such as vice principals, counselors, and teachers.
Student-Centered Governance
Every decision, rule, and partnership is checked against a single question: “How will this benefit our students? This focus is the “North Star” that guides leaders through turbulent times.
What to Expect from This Series
Over the next several newsletters, we’ll be drilling down on this idea, and using stories, research, and guiding principles to frame a narrative that is helpful to you on your leadership journey.
Our topics will cover
Navigating Federal Policy Shifts
Building Resilient Local Partnerships and Community Trust
Mastering Strategic Communication and Storytelling
Distributed Leadership and Empowering Your Team for Impact and Sustaining Your North Star
Integrity, Learning, and Hope.
Each will combine practical strategies and selected insights—thought leadership in education, always in the background, never the focus.
A Personal Note
Though I’m no longer in the superintendent’s chair, my commitment to this work is unwavering. Seeing the battles that you face and the toll they can take, I’m sure that I’m not alone. I can tell you that purpose, integrity, and hope have the power to lift you.
Reflective Questions
How am I responding to the internal and external pressures—academic, operational, cultural, political, social, and economic—that impact my leadership?
In what ways am I intentionally building and sustaining authentic partnerships with families, community organizations, and local businesses to support student success?
How do I ensure that every major decision—whether about policy, resources, or programs—remains anchored in a student-centered vision, even when competing interests or political pressures arise?
Tasks
Map Your Pressures and Priorities: Set aside time this month to list the top internal and external pressures facing your school or district. For each, identify one concrete action you can take to address or mitigate its impact. Share your findings with a trusted colleague or leadership team to spark collaborative problem-solving.
Launch a Community Ambassador InitiativeL Identify 3-5 key community stakeholders (parents, business leaders, local officials, nonprofit partners) and invite them to serve as “ambassadors” for your school. Host a roundtable or listening session to hear their perspectives, share your vision, and explore opportunities for partnership. Document the outcomes and set a follow-up plan.
Create a Student-Centered Decision ChecklistL Develop a simple checklist or set of guiding questions that you and your team can use when making major decisions. For example: “How will this impact student learning and well-being?” “Does this advance equity?” “Are student voices represented?” Use this tool in your next leadership meeting and adjust as needed based on feedback.
