Best Practices For School Leadership

Ever watched a promising change initiative burst out of the gate… only to lose steam a few weeks later? After studying hundreds of transformation efforts, I’ve learned this: it’s rarely a 𝘷𝘪𝘴𝘪𝘰𝘯 problem. It’s an 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘢𝘵𝘪𝘰𝘯 problem. 𝗧𝗵𝗲 𝗰𝗼𝗺𝗺𝗼𝗻 𝗰𝘂𝗹𝗽𝗿𝗶𝘁𝘀: • Vague expectations about what “changed behavior” actually looks like • Not enough skill-building to support new actions • Competing priorities that overwhelm capacity • No systems to reinforce or provide feedback • Emotional responses to change left unacknowledged Most leaders try to push harder (but that usually backfires). What looks like 𝘳𝘦𝘴𝘪𝘴𝘵𝘢𝘯𝘤𝘦 is often a signal of unmet needs: 🔹 𝗦𝗸𝗶𝗹𝗹 𝗴𝗮𝗽: 𝘐 𝘸𝘢𝘯𝘵 𝘵𝘰 𝘥𝘰 𝘪𝘵, 𝘐 𝘫𝘶𝘴𝘵 𝘥𝘰𝘯’𝘵 𝘬𝘯𝘰𝘸 𝘩𝘰𝘸. 🔹 𝗖𝗮𝗽𝗮𝗰𝗶𝘁𝘆 𝗴𝗮𝗽: 𝘐’𝘮 𝘸𝘪𝘭𝘭𝘪𝘯𝘨, 𝘣𝘶𝘵 𝘐 𝘥𝘰𝘯’𝘵 𝘩𝘢𝘷𝘦 𝘣𝘢𝘯𝘥𝘸𝘪𝘥𝘵𝘩. 🔹 𝗘𝗺𝗼𝘁𝗶𝗼𝗻𝗮𝗹 𝗴𝗮𝗽: 𝘛𝘩𝘪𝘴 𝘤𝘩𝘢𝘯𝘨𝘦 𝘧𝘦𝘦𝘭𝘴 𝘶𝘯𝘴𝘢𝘧𝘦 𝘰𝘳 𝘵𝘩𝘳𝘦𝘢𝘵𝘦𝘯𝘪𝘯𝘨. Sustained transformation happens when we address 𝘢𝘭𝘭 𝘵𝘩𝘳𝘦𝘦—skill, capacity, and emotion—𝘢𝘵 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘵𝘪𝘮𝘦. One school leadership team I worked with reignited a stalled initiative by: ✔️ Adding weekly 20-minute skill-building sessions ✔️ Pausing lower-priority demands ✔️ Naming and normalizing the emotional discomfort of change 𝗬𝗼𝘂𝗿 𝘁𝘂𝗿𝗻: What’s one strategy you’ve used to move teams 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 resistance and into lasting change? I’d love to learn from you.👇 P.S. If you’re a leader, I recommend checking out my free challenge: The Resilient Leader: 28 Days to Thrive in Uncertainty  https://lnkd.in/gxBnKQ8n #LeadingChange #ImplementationScience #Transformation #LeadershipDevelopment #EducationLeadership

Administrators...want to make teachers happier without spending a dime? Here’s how 👇 1. Limit the number of preps. It’s far more realistic to plan engaging lessons for two subjects than for four. 2. Be present. Walk the building. Check in with teachers. Offer a quick break or help with copies. 3. Listen when planning PD. Ask teachers what they actually need and build time for classroom work into those days. 4. Hold everyone accountable. Morale suffers when some do the bare minimum and others carry the weight. 5. Give specific praise. Notice what’s going well and say it out loud. Recognition matters more than you realize. Teacher morale doesn’t just come from donuts in the lounge or a "jeans day." It comes from feeling seen, supported, and valued by leadership that genuinely cares. None of this costs a thing… but it could change the whole climate of your school. 🫶

The challenges facing education today—both globally and here in Australia—may seem overwhelming, but the solutions are simpler than we think. If we want to address systemic issues and the growing teacher shortage, we need to rethink how we support educators and shape learning experiences for children. Here are my six top strategies: 1️⃣ Create a dynamic, open-ended curriculum—one that fosters essential life skills, encourages students to understand their impact on the world, and helps them see their place in the communities of yesterday, today, and tomorrow. 2️⃣ Let teachers teach! Free them from excessive paperwork and rigid assessment structures so they can focus on delivering engaging lessons that spark curiosity and inspire both children and educators to think big. 3️⃣ Encourage teachers to bring their passions into the classroom. Whether it’s music, art, science, or storytelling, teachers' unique skills can inspire children to dream big, pursue what they love, and lead with their hearts. 4️⃣ Trust our teachers. They are highly trained professionals who deserve respect, fair pay, and the freedom to do their jobs effectively. Their success should be measured not by standardised test scores, but by the engagement and growth of every child. 5️⃣ Use observation as a powerful assessment tool. Instead of relying solely on traditional testing, we must take the time to truly understand each student—how they learn, what they aspire to, and what skills they will bring to the future. 6️⃣ Elevate the teaching profession. Let’s show the world what an incredible and rewarding career teaching can be. By attracting industry experts and passionate professionals into education, we can bring fresh perspectives, experience, and wisdom into our schools. 💡 If we want our teachers to inspire the leaders of tomorrow, we must create schools that inspire everyone today. What are your thoughts? ❤️ #Education #Teachers #Schools #Teaching #Students #Future #Leadership #Respect #Engagement #Community #Inspiration #Australia

Investments in people will not only help you to achieve your organizational goals, but it will create a culture of trust and encouragement. I was inspired by this recent blog from Laura Bernhard, PhD at California Competes about a recent initiative at San Diego Mesa College in preparing faculty for the growing demands of online instruction, and doing so by investing in the professional growth of those faculty. https://lnkd.in/gNb7SE_2 We did something similar at San Mateo County Community College District during the pandemic. Courses moved online, and there was a recognition that homegrown, project-based professional development was the key for our faculty. But what determined if someone was faculty? Tenure or tenure-track? Contingent/adjunct? Lecturer? Middle College? Dual enrollment? If you were to tease out the entirety of the group, the # of faculty reached close to 1000, more than 3x the number if we just stayed with traditional 'tenure/tenure-track' thinking. What did we do? We invested in people. We amended an existing four-week online teaching course. We aligned instructional designers and faculty support coaches to be onboarding courses every other week. We kept the faculty coaches available after the work was done. We made the course cumulative; the lessons of Week 1 were applied in practice in Week 2, and the theory of Week 2 was practiced in Week 3...so by the end of Week 4 the faculty had not only been certified in online education but had built *more than 80% of an online course* - and all of this in 25 hours! Oh yeah, and we funded it too. Learners were compensated. Support faculty were compensated. Designers were compensated. It was expensive. But by the end of the 2020 Summer, more than 85% of *ALL* instructors in the San Mateo County Community College District had successfully completed the course - tenure, adjunct, high school dual enrollment teacher, etc. By the end of the Fall, that number was above 90%. Learning is predicated by presence. The presence of the online committee and district leadership that resulted in the high-price decision to fund people not products resulted in a culture change, a recognition of the online environment and a presence in those spaces for students, for each other, and for the broader community.

A Leadership Framework for Independent Schools As leaders, we constantly navigate the complexities of school communities—balancing vision, strategy, culture, and operations—all while keeping students at the heart of our decisions. I’m excited to share a resource that distills years of research and practice - The Framework for Leadership in Independent Schools in the Australian Context, designed as part of my doctoral thesis. Here are a few insights from the framework that could transform your leadership - 1️⃣ Situational Leadership: Effective leadership begins with understanding the unique context of your school. Student demographics, culture, teacher experience, and available resources shape the foundation for tailored leadership. 2️⃣ Transformational Leadership: What happens when things go wrong? Leaders who ask “What can we learn?” create a culture of inquiry and continuous improvement, paving the way for meaningful innovation. 3️⃣ Student-Centered Leadership: Every decision you make should reflect the belief that all students can learn and achieve. Equity, inclusivity, and holistic development are at the core of great schools. 4️⃣ Strategic and Visionary Leadership: How do you envision your school in 10 years? Ground your planning in long-term challenges and opportunities, inspiring a shared commitment to sustainable goals. These are just a glimpse of the 10 dimensions of leadership outlined in the framework, which integrates situational awareness, cultural alignment, ethical principles, and pedagogical focus to create a leadership approach tailored to independent schools. Whether you’re a seasoned principal or an emerging leader, this framework is a practical tool to guide your decision-making, build trust, and ensure alignment with your school’s mission and values. Click below to access the document. #EducationalLeadership #IndependentSchools #Principals #LeadershipFramework

Leading with Empathy. Empathy is a powerful tool that can transform the way we understand, support, and uplift our students and staff. But how can we, as leaders, effectively utilise empathy to cultivate well-being in our schools? Since 2014, Growing With Gratitude has worked with 750+ schools in-person, through online live events and online programs. Through this experience we want to share the role that empathy can play in educational leadership. Empathy in Educational Leadership Empathy is more than understanding—it's about genuinely connecting with the joys and challenges of our students and staff, ensuring they feel heard and supported. Here's 5 ideas to ponder... 1. Listening with Intent Active listening is key. Engage deeply with your community, showing genuine interest in their perspectives and making them feel valued. 2. Fostering a Culture of Openness and Trust Lead by being open and transparent, encouraging a school culture where everyone feels safe to share and be themselves. 3. Prioritising Emotional Intelligence Emotional intelligence is essential for managing stress and resolving conflicts. Cultivating this in your community equips everyone to handle challenges with resilience. 4. Implementing Empathy-Driven Policies and Programs Embed empathy in school policies and daily interactions. Consider initiatives like well-being committees to reinforce this approach. 5. Leading by Example The most effective way to promote empathy is to embody it in your leadership, setting a compassionate tone for the entire community. As we navigate the complexities of education, let's keep empathy at the forefront of our policies and practices, creating a nurturing environment for all. We encourage you to share your experiences with empathy in leadership. What's your experiences been? Would love to read about them in the comments. #education #schools #school #empathy #leadership #schoolleaders #teachers

#Transformation in #Education Over the next decade Here’s how this transformation might unfold: 1. #Personalized #Learning: Adaptive Learning Platforms: Education will increasingly leverage AI-driven platforms that tailor lessons, assessments, and feedback to individual student needs, learning styles, and paces. This will allow for more customized learning experiences, where students can progress at their own speed. Data-Driven Insights: Schools will use data analytics to track student progress more effectively and identify areas where each student needs more support or challenge. 2. #Blended and #Hybrid #LearningModels: Flexibility in Learning Environments: The pandemic accelerated the adoption of online and hybrid learning models, and this trend is likely to continue. Students will have more options to learn in a combination of in-person and virtual settings, allowing for greater flexibility and accessibility. Global Classrooms: Technology will enable more cross-cultural and international collaboration, with students participating in global classrooms and working on projects with peers from different parts of the world. 3. Focus on #Skills Over #Content: Shift to Competency-Based Education: There will be a stronger emphasis on developing critical skills like problem-solving, creativity, collaboration, and emotional intelligence rather than merely memorizing content. This shift will prepare students better for the demands of the modern workforce. Lifelong Learning: Education systems will place more emphasis on lifelong learning, encouraging continuous skill development throughout an individual’s career, rather than focusing solely on formal education during the early years. 4. Enhanced Role of #Teachers: Facilitators and Coaches: Teachers' roles will evolve from being content deliverers to facilitators of learning, guiding students in their personalized learning journeys and helping them develop the skills needed to succeed. Professional Development: Continuous professional development for educators will become more critical, with a focus on integrating new technologies and methodologies into their teaching practices. 5. #Equity and #Inclusion: Closing the Digital Divide: Efforts to ensure all students have access to the necessary technology and resources will be a priority, reducing disparities in educational opportunities. Inclusive Curricula: There will be a push for curricula that are more inclusive of diverse perspectives, backgrounds, and cultures, promoting a more equitable and holistic education for all students. 6. Alternative #Credentialing: Micro-Credentials and Badges: Traditional degrees may be supplemented or even replaced by micro-credentials, certificates, and digital badges that recognize specific skills or competencies. Recognition of Informal Learning: More value will be placed on informal and experiential learning, with students able to gain recognition for skills acquired outside of traditional educational settings.

As the MoE celebrates its ‘Education Week’ (Shiksha Saptah), and has received an increase in the budget allocation, the focus has to be not just on components useful for children (e.g. TLM) but ‘SYSTEMS THAT WORK FOR CHILDREN’. Key aspects include the following: 1.    Ensure that teachers are appointed, admin personnel are appointed, and there are no vacancies in CRCs, BRCs, DIETs, SCERTs, SPOs, Departments and Ministries. At present, it is common to find DIETs with over 40% posts unfilled, and there are still tens of thousands of single-teacher schools. 2.    Ensure that staff is actually available at school during the designated time and teachers are not withdrawn for non-academic duties or caught in filling (repetitive) data. 3.    Ensure that there is sufficient time within the year to spend the budget allocated, by making it available in good time (there’s been improvement in this but more is needed) 4.    Focus on hardcore teaching and learning instead of events that are good for photo ops but detract from children’s learning time 5.    Begin making USE of the data we already have. For instance, an analysis of U-DISE data can already show us which districts are likely to fare poorly in NAS (try it out!) – work to enable a shift such that those collecting the data also get to understand what it shows and are empowered to deliver what is required. 6.    De-centralise! Not everything can be decided at the state headquarters, least of all what should be taught on a given day. Such a one-size-fits-all approach hampers contextual implementation, reduces motivation and ownership, leading to poor results. 7.    Involve the community as a knowledge partner (not just as a management partner). Given the climate-induced irregularity of school, progress will depend on the extent to which this partnership evolves. Respect and capacitate the community for this to happen. 8.    Stop believing that technology will rescue us. It isn’t, and it won’t. What will help us get out of our hugely underperforming status is a genuinely improved set of relationships. All educational leaders at all levels can play a really strong role here.

Supporting potential school leaders in their journey toward a role as Vice Principal involves a multifaceted approach. Here's a guide: 1. Professional Development: Offer targeted professional development programs that focus on leadership skills, decision-making, conflict resolution, and effective communication. 2. Mentorship Programs: Establish mentorship programs pairing aspiring leaders with experienced Vice Principals or school leaders. This provides guidance, advice, and a platform for sharing experiences. 3. Leadership Training Workshops: Conduct workshops specifically designed to hone leadership skills, including strategic planning, team building, and managing change. 4. Exposure to School Operations: Provide opportunities for potential leaders to gain insights into various aspects of school operations, such as budgeting, curriculum development, and personnel management. 5. Shadowing Opportunities: Arrange shadowing experiences, allowing aspiring leaders to observe and learn directly from Vice Principals or school administrators. 6. Inclusive Decision-Making: Involve potential leaders in decision-making processes, encouraging them to contribute ideas and perspectives to foster a sense of ownership and responsibility. 7. Performance Feedback and Evaluation: Implement a transparent performance feedback system that identifies strengths and areas for growth. This feedback can guide professional development plans. 8. Problem-Solving Scenarios: Engage potential leaders in problem-solving scenarios related to school management. This helps them develop critical thinking and decision-making skills. 9. Community Engagement Encourage involvement in community outreach and collaboration. Effective school leaders need to understand and respond to the needs of the broader community. 10. Effective Communication Skills: Provide training in effective communication, both within the school community and with external stakeholders. Strong communication is essential for successful leadership. 11. Networking Opportunities: Facilitate networking opportunities with other school leaders, educational organizations, and professionals. Networking enhances exposure to diverse perspectives and best practices. 12. Simulation Exercises: Create simulated leadership exercises to mimic real-world scenarios, allowing potential leaders to practice decision-making and crisis management in a controlled environment. 13. Encourage Reflective Practice: Foster a culture of reflection by encouraging potential leaders to reflect on their experiences, challenges, and successes. This contributes to continuous professional growth. 15. Preparation for Interviews: Offer guidance on preparing for leadership interviews, including common questions, scenarios, and effective ways to communicate leadership philosophy. By combining these strategies, you can provide a comprehensive and supportive framework for potential school leaders aiming to achieve a position as Vice Principal.

Administration and pedagogy often intertwine in early childhood education settings, particularly in smaller centers where administrators may serve as educators. Striking the right balance between these roles can be challenging but is crucial for the successful operation of an early childhood education center. This post explains strategies for effectively managing both administrative and pedagogical responsibilities. Administrative tasks, such as budgeting, scheduling, and staff evaluations, require meticulous planning and execution. So does pedagogy, which involves curriculum development, classroom interaction, and student assessments. Effective time management is vital to ensure that both spheres are addressed. Setting clear priorities and deadlines can help in juggling these dual roles successfully. No one can do it all alone. Administrators who serve as educators should identify strengths within their team and delegate tasks accordingly. For instance, if a staff member shows a knack for organizing events, they might lead in planning a parent-teacher meeting, freeing the administrator to focus on curriculum planning or staff training. Both administrative and pedagogical skills can be honed through continuous professional development. Seminars, workshops, and online courses offer opportunities to learn new strategies for both classroom management and administrative tasks. Administrators should invest in their growth in both areas to manage their dual roles effectively. Keeping an open line of communication with both staff and parents is crucial. Clear communication helps set expectations and mitigates conflicts that may arise due to the complex nature of balancing administrative and teaching roles. Transparency in decision-making processes can foster a more collaborative and understanding work environment. Juggling administrative and pedagogical responsibilities can be stressful. Implementing self-care practices such as regular breaks, exercise, and mindfulness techniques can help maintain a healthy work-life balance. A well-rested, mentally agile administrator is better suited to manage the multifaceted responsibilities of running an early childhood education center. Balancing administrative and pedagogical roles in early childhood education requires a multi-pronged approach involving effective time management, skillful delegation, continuous professional development, clear communication, and self-care. By adopting these strategies, administrators can navigate the complexities of their dual roles, contributing to a more effective and harmonious educational setting.