Leadership Coaching

The Value of Embracing Square One

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Simplicity in Jazz:

In 1969, during the recording of his groundbreaking album In a Silent Way, Miles Davis famously told guitarist John McLaughlin to “play the guitar like you’re picking it up for the first time.” McLaughlin, renowned for his complex, intricate solos, was likely perplexed by this direction. Jazz, after all, is a swirl of notes, harmonies, and complexities—a musical enigma. But Miles was after something else, something new. He envisioned a sound that was simple yet profound, stripped down to its core. He wanted his band to create a fresh ambience, to tap into a deeper, purer musical experience.

This wasn’t just any jazz album. It was a collaborative effort with musicians who, for many of them, were playing together for the first time. Miles led them to embrace simplicity, allowing space for discovery. The result? An album that, decades later, still influences and inspires musicians worldwide. It stands as a testament to the power of stepping into something new with fresh eyes and an open heart.

Back to School:

For school leaders, the phrase “Back to School” stirs a similar mix of emotions: joy, anticipation, maybe even a little fear. It’s the beginning of something new, a reset button. For some, this is a welcome opportunity; for others, it can be daunting, especially for those stepping into a new school or leadership role. But there’s immense value in embracing these new beginnings, or what I call “Square One.”

Square One offers the chance to rewrite, renew, and refocus. Whether you’re a brand-new principal or a seasoned leader in a new building, starting over can feel like walking into a conversation where everyone else is already laughing at an inside joke. You may not yet be in on it, but there’s an opportunity to listen, connect, and contribute. Building trust, creating relationships, and setting the tone for a collaborative culture takes time and effort—but it’s well worth it.

As a turnaround principal, I’ve lived through this over and over. Every school, every new beginning, felt like standing at the edge of something vast and uncertain. But I’ve learned that there’s beauty in Square One. It’s where connection is made, where trust is earned, and where growth is inevitable if you lean into the discomfort.

Embracing Square One:

I used to dread the awkwardness of starting fresh. It felt like a weird dance where I would stumble more than glide. But with time, I realized that Square One isn’t something to fear. It’s a unique opportunity. In Square One, you get to build from the ground up, to create a vision, and invite others to join in shaping something beautiful for your school community. This is where you can set the stage for a culture of psychological safety, where teachers and staff feel seen, heard, and valued.

As leaders, we can choose to embrace Square One not as a setback, but as a launchpad. We get to set the tone for our schools, encouraging collaboration and creativity in ways that may not have been possible before. When we invite others to see their strengths, both tapped and untapped, we unleash the power of collective potential. It’s like that band Miles Davis assembled for In a Silent Way—everyone playing together for the first time, discovering new possibilities.

Leadership Moves to Embrace Square One:

  1. Assess the Current Reality: Work with a coach, mentor, or thought partner to clearly identify where your Square One stands. What are the challenges, and where are the opportunities?
  2. Connect with Your Community: Engage with your staff, students, and families. Share the vision for this new beginning and the path forward. Build excitement around what’s possible.
  3. Create a Roadmap: Develop a timeline with actionable next steps. Break down your vision into tangible goals. This will give you and your team a clear sense of direction.
  4. Reflect Regularly: Take time each day to journal and reflect on the progress being made. These reflections will guide future decisions and help keep you grounded in your purpose.
  5. Celebrate Wins: Don’t wait for the big milestones. Celebrate small wins along the way, and do it publicly. Acknowledging progress builds momentum and fosters a positive culture.

Conclusion:

Just as Miles Davis sought a deeper sound by stripping away the complexity, we, as school leaders, can find clarity and strength in the simplicity of Square One. Embracing the beginning allows us to reset, reimagine, and reframe the possibilities for our school communities. As we step into new roles or new school years, let’s lead with intention, vulnerability, and an openness to collaboration. The beauty of Square One lies not in its uncertainty, but in its promise. Like Miles and his band on In a Silent Way, we have the opportunity to create something timeless by being fully present in the moment.

Listen to Miles Davis’ In a Silent Way here.

Every Principal Needs a Thought Partner

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What They Don’t Teach You in Principal School

There are many lessons learned in the proverbial “Principal School.” I am grateful for my graduate courses in school administration. But as I near year 17 as an administrator, I reflect on those lessons that weren’t taught in class but were learned on the job and in the moment.

One of the most significant lessons I had to learn on the job is this:

Leadership can be a lonely gig.

Let that sentence sink in. As a school principal, I’ve been blessed with countless experiences where I’ve served others and had the opportunity to make a positive impact. The days filled with fist pumps, laughter at my corny jokes, beautiful moments where a student discovers the joy of learning, or when a teacher steps into a teachable moment and ignites a synergy of learning—those moments are inspiring and reassuring. Yet, there are also days when tough decisions must be made, and you’re met with resistance. The stress of leading change can be intense, especially when met with hesitation. There’s an aura of isolation that can follow the principal because you’re the lone person with that title in the schoolhouse.

I often reflect on John Fogerty’s story about performing with Creedence Clearwater Revival at Woodstock. Their late-night set followed the Grateful Dead, and much of the audience had fallen asleep. Fogerty shared how disconnected they felt from the crowd until one audience member yelled out, “Don’t worry, John, we’re with you.” Those words compelled Fogerty to play harder and persevere. In many ways, the principalship mirrors this experience. We often lead schools against the grain of the status quo, pushing forward even when we feel isolated. But just like CCR did at Woodstock, we find our groove and keep playing, leveraging good things for others.

You Are Not Alone

There are many ways principals sustain their leadership purpose. We read, attend conferences, pursue camaraderie with other school leaders, hit the gym, and connect with families. These activities are essential to maintaining our well-being as leaders. But perhaps one of the most crucial aspects of our roles is maintaining connection and rapport. Due to the intense nature of our position, isolation can creep in, making it vital for us to find our own “band” within the school—a leadership team, instructional leadership team, or PLC. This collaborative cohort within the building is essential for battling isolation.

Every principal needs a thought partner. In a recent discussion on my #PrincipalLinerNotes podcast, I had the joy of talking with School Librarian Extraordinaire, Andrea Trudeau. We discussed the unique partnership between a principal and a school librarian. Both roles often stand alone in the schoolhouse, making intentional collaboration necessary. This conversation enlarged my thinking on the essential nature of thought partnership. A principal needs someone to share ideas with, dream big with, and sometimes pull them back down to earth. A thought partner can help battle isolation and serve as a bridge for collaborative camaraderie—a reminder that you’re not the only one.

Epiphanies in the PLN

As a connected educator, I take great care to nurture my Professional Learning Network (PLN). I work to forge connections for collaboration and learning with other educators and school leaders. It’s one way I combat the isolation that can accompany the principalship. Finding kindred spirits in my PLN is invaluable; I can connect with digital thought partners who trade ideas and share resources. I also appreciate the outreach I can maintain by sharing content through my podcast and blog.

However, the other day, I faced a moment of doubt when something in my PLN caused disappointment. I considered pausing my writing and podcasting, feeling irrelevant and as if I were shouting into an echo chamber. As I lamented this with a friend, they reassured me and provided inspirational context, lifting my spirits. What sealed the deal was a brief message from someone in my PLN, expressing gratitude and support for a recent podcast episode. This reminded me that just as I need thought partners, others rely on me to be theirs. Thought partnership is a mutual exchange of ideas, rapport, and support.

It was a timely reminder to continue writing and podcasting and an essential signpost for my “why” as a leader and principal. While it’s wonderful to connect with kindred voices in the PLN, it’s equally important to remember the impact we can have on others.

Three Actionable Ideas for Principals to Connect with Thought Partners:

  1. Cultivate a Leadership Team within Your School: Identify and nurture a group of trusted colleagues who can serve as your sounding board and thought partners. This team can help you navigate challenges, brainstorm solutions, and maintain a sense of camaraderie within the building.
  2. Engage with Professional Communities: Actively participate in communities like ASCD and ISTE. These organizations offer a wealth of resources and opportunities to connect with other leaders. Engaging in these spaces allows you to find thought partners beyond your district and stay current on best practices in education.
  3. Leverage Your PLN: Make it a habit to connect with your PLN regularly. Whether through social media, virtual meetups, or collaborative projects, your PLN can be a source of inspiration, support, and fresh ideas. Don’t hesitate to reach out to others in your network when you need advice or want to share a breakthrough.

The Power of Thought Partners and Belonging

Every principal needs a thought partner. It’s not just a nice-to-have; it’s essential for thriving in our roles. The gig doesn’t have to be lonely when we intentionally seek out those connections that can uplift us, challenge us, and remind us why we do what we do. Cultivating a sense of belonging within our profession isn’t just about finding camaraderie; it’s about fortifying our leadership purpose and ensuring that we’re equipped to lead with clarity and passion.

It’s equally important to recognize the value of thought partners within our own buildings. Seek out those colleagues who, like you, are the only ones with their title in the schoolhouse. Whether it’s the school librarian, counselor, or instructional coach, these individuals can become invaluable allies in your leadership journey. Forge those connections, share your vision, and collaborate intentionally. Together, you can create a network of support that strengthens not only your leadership but also the culture of your school.

Remember, the best leaders are those who know how to connect, collaborate, and create a community where everyone feels they belong. Embrace the opportunity to grow alongside your thought partners, and let that sense of belonging fuel your drive to make a positive impact every day.

Listen to the latest episode of #PrincipalLinerNotes featuring Andrea Trudeau here.

Leadership Beyond the Podium: Lessons from Dad and the Olympic Spirit

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Advice from Dad

“It’s not about you anymore.”

That was the statement my father shared with me when I sought his advice for my first leadership challenge. I was newly appointed as the English Department Chair and was grappling with a seemingly small issue. Naturally, I turned to the best leadership coach I know—my dad. He was blunt and direct, following up with, “Hold your head high like I taught you.”

It took me some time to fully understand the depth of that lesson. Leadership, I realized, isn’t about advancing my own goals; it’s about lifting others up and amplifying their strengths.

In the Olympic Spirit

The 2024 Paris Olympics have been a treasure trove of inspiring stories and moments that remind us of our shared humanity. I’ve been captivated by the Olympic Spirit—athletes from different countries embracing and encouraging each other in the face of fierce competition.

One story that stood out to me was featured in Inc. Magazine. It highlighted a powerful leadership lesson from Katie Ledecky, an Olympic medalist extraordinaire. During one of her many medal ceremonies, as she stood on the podium with her gold medal, she invited her teammate, Paige Madden, to join her. Despite Madden earning a bronze, her journey to Paris was marked by significant health challenges. Yet she persevered. Ledecky, already cemented as one of the greatest Olympians of all time, showed remarkable leadership by literally uplifting a teammate to share the glory on a global stage.

True Leadership

Leadership isn’t about titles or authority. It’s not about getting people to follow orders. True leadership is about recognizing potential in others and empowering them to shine. I’m immensely grateful for the mentors, coaches, and teachers who saw something in me that I couldn’t see in myself. They pushed me out of my comfort zone, helping me take both small and giant steps toward becoming the leader I am today. As someone who stood out in my awkwardness as a youth, I’m especially thankful for those in the schoolhouse who believed in me.

As a school principal, I see it as my duty to coach others to reach new heights, drawing on their unique strengths and talents. My heart belongs in the classroom. Even though I’m no longer assigned to one, I firmly believe that a principal’s role is to facilitate and model leadership for all teachers and staff members. I love mentoring and coaching budding leaders within the schoolhouse, which is a crucial responsibility for any principal. We are talent scouts, tuning into the strengths of others and creating an environment where those strengths can flourish and evolve into leadership.

One of the most rewarding aspects of my role has been the opportunity to coach principal interns and assistant principals. Watching their careers blossom into significant roles—whether as principals, central office directors, or even a superintendent—has been a true testament to the power of mentorship and guidance. Seeing them take what they’ve learned and apply it in their own leadership journeys fills me with pride and reinforces the importance of investing in others.

A principal’s job is to lead, manage, and supervise, but it doesn’t end there. The vision and mission of a schoolhouse rests on the principal’s shoulders, but it must be shared and modeled in order to empower others. We can’t do it alone. Part of our role is to inspire leadership within the community we serve. Too often, we see diluted versions of leadership reduced to superficial stunts—like standing on tables or staging selfies to appear innovative. But real leadership isn’t about appearances; it’s about inviting others to share their gifts, strengths, and abilities. As my father often says, “Everyone plays. Everyone is off the bench.” As leaders, our job is to call people off the bench, encouraging them to play to each other’s strengths and score points for our kids. Everyone should be invited to stand on the gold medal podium, sharing in the success and lifting others along the way.

Four Actionable Steps for Leaders:

  1. Embrace a Servant Leadership Mindset: Shift your focus from personal success to empowering others. Your role is to amplify the strengths and gifts of those around you.
  2. Be a Talent Scout: Identify and nurture the potential in your team. Create opportunities for others to step up and lead, and encourage them to take on new challenges.
  3. Model Leadership Daily: Lead by example. Show your team what true leadership looks like through your actions, whether it’s mentoring a colleague or stepping back to let others shine.
  4. Check Out #TheLeaderInside: Dive into The Leader Inside: Stories of Mentorship to Inspire the Leader Within by Lauren Kaufman. It’s a treasure trove of stories that can inspire you to cultivate leadership in yourself and others. Read more here.

True leadership is about lifting others to new heights and creating a culture where everyone plays. Let’s all stand together on that gold medal podium, celebrating each other’s successes and pushing each other to be the best we can be

Momentary Awareness: Leadership Riffs for Belonging

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The other day, I had a text conversation with a friend who was transitioning to a new job opportunity. While my friend was leaving on good terms, it saddened me to hear that the departure went unacknowledged—no farewell, no simple goodbye. This person, whom I hold in high regard, experienced a silent exit. It struck me deeply and reminded me of the power of moments in our professional lives.

As a principal, I believe in the significance of building intentional bookends in service to others. These bookends, moments that begin and conclude a journey, are crucial in creating a tapestry of experiences that resonate. I developed this habit from my days in a band, where I would help arrange setlists to craft an experience for the audience. We’d start strong, set the tone, and build to a powerful conclusion that lingered long after the final note. I carried the same approach into my lesson planning as an English teacher.

As leaders, we are called to foster a culture of belonging for the people we serve. One key to building that sense of belonging is being mindful of the moments. How we welcome our people is just as important as how we conclude things. In the midst of the day’s chaos—meetings, deadlines, hurried communications—it’s easy to lose sight of this. But nothing is more important than investing time in making sure moments are meaningful for those we serve.

Whether we’re creating an upbeat orientation for new team members or wishing someone well as they move on to a new opportunity, it’s essential to be intentional. These interactions should be personal and meaningful, honoring the role that person played in our organization. We want them to leave with a positive narrative about their experience. More importantly, as leaders, we want to be decent, kind, and supportive.

Several years ago, I was captivated by The Power of Moments by Chip Heath and Dan Heath. The book emphasizes the impact of meaningful experiences in organizations, making it a must-read for any leader. One quote that resonates with me is, “Our lives are measured in moments, and defining moments are the ones that endure in our memories.” As school leaders, we must invest in creating moments that will echo in the lives of those we serve, ensuring that our teachers and students walk away from our schools feeling connected and a true sense of belonging. How we welcome is just as important as how we bid farewell.

Here are four ways school leaders can build meaningful moments that serve as bookends for the teachers and students they serve:

  1. Morning Meetings: Start the day with intention by hosting Morning Meetings. This time can be used to set a positive tone, share goals, and build a sense of community. It’s a moment where everyone can feel seen and heard, setting the stage for a productive and connected day.
  2. #CelebrateMonday: Kick off the week with #CelebrateMonday. This initiative is about starting each week on a positive and inviting note for all stakeholders. Recognize achievements, share uplifting stories, and set the tone for the days ahead. It’s a simple yet powerful way to create an environment where everyone feels valued and motivated.
  3. Closing Meetings for Students: As the school day ends, hold a Closing Meeting for Students. This is an opportunity to reflect on the day’s successes, address any challenges, and leave students with an empowering message. It ensures that they leave on an uplifting note, carrying that positive energy into their homes and communities.
  4. Personalized Farewells: When someone leaves your school, whether a student, teacher, or staff member, make it a point to acknowledge their departure in a meaningful way. A personalized farewell, whether it’s a small gathering, a handwritten note, or a simple but sincere goodbye, honors their contributions and ensures they leave with a sense of closure and appreciation.

Moments are intentional moves that must align with the vision and mission but must also resonate with the hearts of the people we get to serve and support. As leaders, let’s commit to creating those defining moments that will endure in the memories of those we lead

Inspiring Leadership Symphonies in the Keys of Culture and Trust

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There is a famous moment in the history of conducting with the great Leonard Bernstein where he lowers his baton and conducts the orchestra with simply his face. This beautiful moment, which I learned about years ago from a colleague through a TED Talk on leadership and the art of conducting, continues to resonate deeply with me. Itay Talgam facilitates this TED Talk by using various clips of conductors to illustrate different leadership styles. The sequence of Bernstein conducting with just his face is highlighted by Talgam as an aspirational portrait of leadership that fosters a culture of trust and empowers others.

Seeing Bernstein loosen his hold as conductor, caught up in the realm of musical expression and trusting the orchestra to deliver the beautiful nuances of a Haydn symphony, is profoundly moving. The pride and love emanating from Bernstein’s face are palpable. He still guided and responded with his expressions, but he lowered his baton to symbolically and literally exemplify the trust he had in his musicians. This shared delight illustrates an essential aspect of leadership—it’s not about creating followers, but about empowering others to lead. Bernstein shows the humility and trust that leaders must possess to elevate their teams and organizations to new heights.

Our Gig as Leaders

When coaching or advising aspiring leaders, I emphasize that our role is not to build a following. We are called to empower others, tap into their strengths, and motivate them to lead. I have seen many leaders build a cult around their leadership persona, a detrimental move that inhibits growth, breeds toxicity, and ultimately dulls any impact on the students we serve. It is vital for leaders to foster a culture of trust, surrounded by a shared and purposeful vision. This is not a one-time event but a daily commitment that must be modeled with sincerity and led with our authentic selves.

As I near my 17th year in school administration, I am learning the essence of leading with my authentic self and tuning into the gifts of those I serve. Leadership is not about titles, staged selfies, or social media analytics; it’s about recognizing the gifts in others and helping them realize their best selves. Sometimes, we have to step off the conductor’s podium and lower our baton so the orchestra can create its music. We, as leaders, must steward a culture that inspires others to lead. That’s the gig.

My Bernstein Leadership Moment

While I am nowhere near the charismatic leadership of Leonard Bernstein, I had a moment that resonated with the love and pride he felt for his orchestra. This past week, I was immersed in our School Improvement Team Retreat at Charles England Elementary School in Lexington, NC. In my new role as principal, I have been savoring every minute, returning to this district. Although my time here has been short, I truly love the community and appreciate the direction we are heading in service of our kids.

Our retreat involved hard work planning for the year ahead and crafting the next steps to build a culture of trust and inspiration. We analyzed data, built a yearly calendar, and devised a master schedule. Each day concluded with a restorative circle where we shared strengths, learning, and praises for teammates. I cherished this intense collaboration and look forward to our future steps together. I have made intentional efforts to be open, vulnerable, and honor the gifts of others on the team. We leaned into hard conversations, but we also laughed and enjoyed each other’s company. I wanted to make sure that everyone felt psychologically safe and I kept giving voice to that. Additionally, I wanted to make sure that I was honoring their respective voices, so I was intentional in the scheduling of breaks, reflection times, and collaborative activities.

On our final day, I was exhilarated to see the team and eager for another productive day of collaborative work. Arriving early, my assistant principal shared that the team was already working on polishing our school improvement plan goals from the previous day. I hurried to our planning space and found the team deeply engaged. I was amazed and inspired, tiptoeing around the room to avoid disrupting their momentum. It felt like watching a great jazz band improvising and being in the groove of the moment. Actually, my mind wandered to the moment of Bernstein conducting the Haydn symphony and letting go. This was my Bernstein moment.

Filled with inspiration, I expressed my gratitude and joy at their leadership and collaboration. It was truly a moving moment that will be embedded in my memory forever. The energy in the room was palpable. The smiles were contagious. We had reached a mountaintop together.

As leaders, we must sometimes step back and let the momentum and learning happen. By stepping aside and guiding, we create space for learning, collaboration, and progress. Having the podium and baton doesn’t mean we must conduct with a heavy hand. We invite others on the podium with us and share the joy in conducting and composing a symphony together. By inviting others to compose the symphony with us and playing to each other’s strengths, we collectively create a beautiful and lasting sound.

Building a Culture of Trust: Four Moves for School Leaders

  1. Model Authenticity: Be genuine and transparent in your actions and decisions. Your authenticity will inspire trust and encourage others to lead with their true selves.
  2. Empower Through Delegation: Trust your team with responsibilities and opportunities to lead. This not only builds their confidence but also fosters a sense of ownership and accountability.
  3. Foster Open Communication: Create an environment where open and honest communication is valued. Encourage feedback, listen actively, and act on the insights shared by your team.
  4. Celebrate Strengths: Recognize and celebrate the strengths and achievements of your team members. Highlighting their contributions builds morale and reinforces a culture of mutual respect and trust.

For further inspiration, explore the following resources:

By embracing these principles, we can create a culture of trust and empowerment that enables everyone to lead and succeed. That’s the true symphony of leadership.

Illuminating Your Core: Leadership Moves for Authenticity

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When I was a young adult, I used to shudder at the statement, “Be yourself.” It seemed like a trite sentiment, almost painfully obvious. Of course, one would want to be oneself. Why wouldn’t that advice make sense? Now, in my later years as a school principal, I have a much deeper appreciation for those words.

During my early years as a principal, I believed I had to conform to the image others had of a school leader. I modeled myself after the austere principals I saw in films like Lean On Me. I thought I needed to wear a three-piece suit, keep my shoes polished, and stride through the building with a Morgan Freeman-like swagger. For those who know me, that’s not the character I am in the story I’m writing as a leader. I quickly learned that those I served could see through the facade and empathized with my internal struggle. I was pretending to be something I wasn’t, and I needed to return to my core values as a leader.

Seeking advice from the best leader I know, my father, I was reminded to hold my head high and stay true to my values. With his guidance and the support of a leadership coach, I was able to reflect on my core values and not only articulate them but also act with authenticity. It was a long journey of reflection and discovery, but it was worth it and helped shape the leader I am today.

We all have a story we are composing that serves as the architecture for our life’s journey. Early in my leadership as a principal, I learned the importance of carrying your values with courage, passion, and humility. My good friend, Lauren Kaufman, beautifully explores the significance of storytelling in unleashing one’s leadership potential in her recent book, The Leader Inside: Stories of Mentorship to Inspire the Leader Within. The inspiring Baruti Kafele, also known as Principal Kafele, emphasizes the importance of staying true to your leadership core. Your leadership core is the DNA of your momentum as a leader. It embodies the values that drive your vision and mission.

In the latest edition of Ryan Holiday’s The Daily Stoic newsletter, Holiday underscores the absolute importance of being yourself and embracing who you are. This resonated with me and highlighted the essential move of embracing our leadership core. We must remain true to ourselves as leaders and individuals. There will be naysayers who try to divert you from your core, and sometimes you may be your own worst critic. This self-doubt cannot be tolerated. Questioning your core and the goodness within leads to a path of devastation filled with Imposter Syndrome and personal well-being fractures. Trust me, I’ve been there and know the negative effects. I’ve seen it ruin leaders.

Stephen M.R. Covey’s pivotal book, Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others, talks about the need for a new type of leadership in our ever-shifting global landscape. Covey challenges leaders to shift from a “Command and Control” style to one rooted in the ethos of “Trust and Inspire.” To flow as “Trust and Inspire” leaders, we must take stock of our authentic selves and connect with others. Remember, leadership is not about getting others to follow but rather about amplifying and encouraging the unique strengths of others.

Whether you are a leader returning to an assignment or starting anew, who you are matters. Your leadership is needed for a reason. Don’t shortchange your passion or compromise what inspires you. If you are an unabashed Taylor Swift fan and that inspires your leadership, then share it and incorporate it into your daily banter. If you are an avid, amateur geologist, then let rocks and soil be part of your faculty repertoire. By embracing the light of your leadership core, you build a culture of trust and inspire others to do the same.

I often sign off on the #PrincipalLinerNotes podcast with the following thought: “Don’t forget to share with the world your dreams, ideas, and insights because the world needs them, and you help make the world a better place for others.” This rings true for leaders grappling with expressing their authentic selves. You have value, and your leadership core will ignite gifts in others, making your school or organization a place that will better our world and community. Illuminate your core and let its light inspire others to do the same.

Action Steps for Leaders

  1. Reflect on Your Core Values: Take time to deeply consider what values are most important to you as a leader. Write them down and think about how they influence your actions and decisions.
  2. Seek Authentic Feedback: Engage with a mentor or leadership coach who can provide honest feedback and help you align your actions with your core values.
  3. Embrace Your Passions: Integrate your personal interests and passions into your leadership style. This authenticity will resonate with and inspire those you lead.
  4. Create a Culture of Trust: Foster an environment where others feel safe to express their authentic selves. Encourage and amplify the unique strengths of your team members.

Links to Books Mentioned

Within Our Second: Leadership Reflections in the Moment

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In a recent episode of my #PrincipalLinerNotes podcast, I had the true honor of welcoming back my friend, Meghan Lawson, for another insightful discussion on “The Bear.” This show has become a favorite of ours for many reasons, particularly its parallels to leadership, culture, and collaboration. “The Bear” tells an intense tale of a Chicago sandwich shop’s transformation into a world-class restaurant—a journey that resonates deeply with those in leadership roles. I highly recommend checking out the podcast episodes featuring Meghan’s sharp insights on “The Bear.”

Without revealing spoilers, one notable aspect of the show is a sign prominently displayed in the restaurant kitchen: “Every Second Counts.” This sign, curated by the protagonist Carmy, serves as a constant reminder to the staff about the importance of urgency. Having waited tables myself, I understand the precision required in food preparation and service—it demands synchronized efforts, clear communication, and flawless execution. It’s akin to a choreographed dance, where every team member plays a crucial role in delivering an exceptional experience to customers.

“The Bear” beautifully captures this intensity, showcasing the behind-the-scenes artistry of food service, complemented by a soundtrack that enriches the viewing experience—a treat for any music enthusiast like myself. (Any show referencing “Vegetables” and “Mrs. O’Leary’s Cow” from the “Brian Wilson Presents SMiLE” album is worth the price of admission!)

The “Every Second Counts” sign silently commands respect throughout the series. It underscores the necessity of prompt action and efficient use of time—a principle crucial in change leadership. The characters on the show display a solemnity for the message embedded in the three words of the sign. Watching “The Bear” has inspired me to reflect on my own approach to leading change, finding invaluable lessons even in non-educational media like this.

While it’s easy to interpret “Every Second Counts” as merely a call for speed and urgency, its deeper message lies in appreciating each moment. Every second contributes to a collective tapestry of strengths, talents, and skills that enriches any organization or school community. A leader must recognize and harness these strengths, ensuring alignment with the team’s goals. Additionally, a leader must support the people they serve in seeing the good within themselves within the moment.

Moreover, embracing “Every Second Counts” means being present and mindful—acknowledging the significance of each moment, both for oneself and others. Recently, a personal health scare reminded me of life’s preciousness, reinforcing the importance of cherishing every moment and its potential for goodness.

Meghan Lawson’s book, Legacy of Learning, emphasizes the value of savoring small moves and building upon them—a sentiment echoed in Ryan Holiday’s insights about Nick Saban’s coaching philosophy in The Obstacle Is The Way. Coach Saban encouraged his players in what he called the “process.” In other words, each player was to make each play, step, and down the very best.

As leaders, it’s crucial to cultivate this mindset not just for organizational success but also for personal well-being. Every second counts towards advancing our mission and nurturing those we serve. Every second counts for stewarding our own well-being and savoring the moments that serve as the architecture for our life.

Here are three ways to embrace this approach:

  1. Reflection: Take time for introspection through activities like walks, reading, exercise, or journaling.
  2. Acknowledge the Good: Verbalize appreciation for positive moments as they occur.
  3. Intentional Pauses: Schedule moments in your day to recognize and appreciate the good around you.

By embodying “Every Second Counts” in both professional and personal spheres, we enrich our lives and those of others, fostering a culture of mindfulness, gratitude, and purposeful action.

Embracing the Transition: A Leadership Investment

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Unexpected Wisdom

As I scroll through my social media feeds, I’m struck by the wave of colleagues stepping into new leadership roles. Their proud smiles and celebratory posts radiate an infectious energy. Each promotion tells a story of dedication, perseverance, and the courage to step outside one’s comfort zone. For many, it’s the culmination of years of effort, marked by moments of doubt and anticipation, until finally receiving that life-changing call or message signaling that a new chapter awaits.

I vividly recall my own experience receiving that pivotal call, inviting me to step into my first principalship. The rush of emotions was overwhelming, shared in joyful celebration with my family. With a sense of purpose and readiness, I prepared to embark on this new journey. Before starting, the superintendent met with me to outline my mission. It felt like a scene from a James Bond movie—entering with casual coolness, awaiting my action-packed assignment. Despite the absence of 007 theme music, I was eager and ready to dive in.

However, two months into my tenure, my initial bravado gave way to doubt and regret. My determination to be a change agent, to impose my way as the only way, was met with resistance. I believed my title alone would command respect and compliance. How wrong I was! My arrogance blinded me to the value of the existing culture and the contributions of those who came before me.

In a moment of desperation, after a particularly disheartening day, I reached out to my predecessor. I needed to talk to someone who understood the unique challenges of the role. He had offered his support, and I was ready to accept it. During our conversation, he listened patiently to my ideas and frustrations. His advice was direct yet profound: sometimes, a leader’s greatest strength is in cheering for their team. People need recognition, encouragement, and sincere acknowledgment of their efforts.

Leaning into the Transition

Reflecting on my 16 years as a principal in various K-12 assignments, I’ve come to understand the critical importance of navigating transitions with care and empathy. This is especially relevant now, as many new leaders step into their roles. Transitioning into leadership requires a delicate balance of confidence and humility. It’s essential to build trust, communicate effectively, and, most importantly, listen.

Investing time to understand the culture and climate of your new environment is crucial. Transparency in your thoughts and actions, coupled with active listening, lays a foundation of trust. Stephen M.R. Covey, in his book Trust and Inspire, emphasizes the importance of building trust and inspiring others to harness their strengths for the greater good. As a new leader, fostering trust and inspiration is not just beneficial but necessary.

Transitions are shared experiences. They require everyone in the organization to adjust, adapt, and navigate changes together. Recognize that not everyone embraces change readily. Show sensitivity and patience, understanding that your presence as a new leader symbolizes change, which can be unsettling for some.

Seek out what works well and build on it. Engage in meaningful conversations with your predecessor, if possible, to learn about the history and values that have shaped the organization. Even if direct contact isn’t feasible, find ways to understand and respect the established culture.

Rushing into change without empathy can lead to a disconnect. I learned this the hard way. Investing in the transition with empathy, patience, and a willingness to listen is a powerful leadership strategy that fosters trust and uplifts the people you serve. According to David Brooks in his book How To Know a Person, people want to be seen, heard, acknowledged, and valued. It is crucial for leaders to establish this early in their transition to a new role.

Action Steps for New Leaders

  1. Listen and Learn: Take the time to listen to the stories and experiences of your new team. Understand their values, challenges, and successes. This builds trust and shows that you value their contributions.
  2. Build Relationships: Establish strong relationships with your team members. Engage in open and honest conversations, showing genuine interest in their perspectives. Building rapport is key to creating a cohesive and motivated team.
  3. Celebrate and Acknowledge: Regularly recognize and celebrate the efforts and achievements of your team. A kind word, a compliment, or public acknowledgment goes a long way in boosting morale and demonstrating your support.
  4. Connect with Other Leaders: Form a Professional Learning Community (PLC) or join a Mastermind group with other leaders. Sharing problems of practice and collaboratively building solutions fosters professional growth and provides a support network.
  5. Lean on a Mentor or Coach: If your district assigns a mentor or coach, take full advantage of this resource. If not, request the district to connect you with an experienced leader. A mentor or coach can offer invaluable guidance and support as you navigate your new role.
  6. Develop an Entry Plan: Create a detailed entry plan for your new assignment. Resources like 100-Day Leaders: Turning Short-Term Wins into Long-Term Success in Schools by Douglas Reeves and Robert Eaker can provide valuable guidance. Share this plan with your superintendent, coach, and faculty. An entry plan outlines your goals, priorities, and strategies for the initial phase, ensuring everyone is aligned and informed.

By embracing these steps, new leaders can navigate transitions with awareness and empathy, building on the strengths of their teams and fostering a positive, collaborative environment. Moving through a transition as a new leader with human-centered approach is a worthwhile investment for the school or organization that is lucky to have your leadership.

#PrincipalLinerNotes Podcast Episode featuring Vicki Wilson

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Vicki Wilson, educator, author, and education consultant, joins me for a connected conversation. We discuss Strengths-Based Instruction Rounds, which is the basis for her book, Lead with Instructional Rounds: Creating a Culture of Professional Learning.

Harmonizing Leadership: Overcoming Imposter Syndrome By Cultivating a Coaching Culture

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Years ago, as a young enthusiast of music, I immersed myself in a biography of The Beach Boys. My love for music biographies runs deep; I cherish learning about the origins of my favorite albums. One chapter in that Beach Boys biography centered around an unreleased album meant to follow their stylistic shift “Pet Sounds” and the #1 hit single, “Good Vibrations.” Brian Wilson, the band’s leader and creative genius, was collaborating with lyricist Van Dyke Parks on an ambitious project that transcended the concept album format. Wilson envisioned it as a “teenage symphony to God,” an album poised to redefine music and tackle grand subjects such as the American Dream. My excitement turned to disappointment upon learning that Brian Wilson shelved the album, leaving only a few tracks scattered across various releases.

I was troubled by Wilson’s lack of confidence and drive to complete this masterpiece. Having heard some of these tracks, I was astounded by their beauty and poetic depth. These compositions were symphonic and grand, with luminaries like Leonard Bernstein recognizing their brilliance. Bernstein praised “Surf’s Up” as “poetic, beautiful even in its obscurity,” highlighting its complexity as emblematic of the innovative changes in pop music. I was astounded that someone like Brian Wilson who is musical genius could not complete his modern-day symphony.

Fortunately, after enduring years of personal struggles, Wilson eventually completed the album, which was warmly received and even earned a Grammy Award. The original tracks were later compiled into a Beach Boys album, also met with acclaim. Yet, I remain in awe of how such a work of pure beauty was almost lost to Wilson’s own version of Imposter Syndrome. Despite his success, Wilson didn’t feel worthy and doubted the album’s merit. His crisis of confidence nearly buried a quantum leap in musical artistry.

This reflection led me to think about leaders in various fields who face similar struggles with Imposter Syndrome. How many innovative ideas have been abandoned due to a lack of courage and the toxic effects of naysayers? I have faced my own bouts with this as a leader, letting confidence gaps stifle new ideas. A recent CNBC report revealed that 71% of CEOs admitted to battling Imposter Syndrome. The lost ideas and solutions, stunted by this struggle, resonate with Wilson’s shelved masterpiece.

According to the American Psychological Society, Imposter Syndrome is is the feeling of doubting your abilities and fearing being exposed as a fraud, even when you are competent and successful. It often involves attributing achievements to luck rather than skill. Imposter Syndrome is like a shadow that follows even the brightest stars, making them feel like they’re just pretending to shine. It’s that nagging doubt that, despite your achievements and hard work, you’re not truly deserving and might be exposed as a fraud at any moment.

Embracing Failure and Finding Strength

Recently, in deep reflection over the past year in my leadership role, I found myself fixated on my failures. Instead of extracting lessons from them, I wallowed in the losses, deeming myself a failure. These sharp feelings of self-doubt echoed the pangs of Imposter Syndrome, making past accolades feel hollow.

My wife, perceptive as ever, noticed my downward spiral and called me out. She challenged me to inventory my achievements, no matter how small. At her urging, I listed every instance where I served, supported, and made an impact. The exercise was revelatory, shifting my focus from despair to empowerment. This shift in perspective led to an epiphany: I want to help others persevere through their own Imposter Syndrome. I am determined to be a thought partner and coach, empowering others to navigate their valleys of self-doubt.

Combatting Imposter Syndrome Through Coaching

In a recent leadership webinar with Daniel Pink and Stephen M.R. Covey, an epiphany struck me. Hearing these thought leaders together—akin to Hendrix and Clapton sharing a stage—discuss their works, I found revelation. Stephen M.R. Covey has authored many pivotal books on leadership and his recent one, Trust and Inspire: How Truly Great Leaders Unleash Greatness in Others is a game-changer on shifting the paradigm on leadership. Daniel Pink has also authored many though-provoking and his most recent tome, The Power of Regret: How Looking Backward Moves Us Forward is quite compelling. Daniel Pink in the webinar stated that to be a “Trust and Inspire” leader with “Drive,” one must “nurture, guide, and coach” themselves and others. This insight underscored the importance of intentional support and coaching in overcoming self-doubt. There were so many insightful takeaways by both Stephen M.R. Covey and Daneil Pink in their webinar. I am grateful for the reflection, learning, and growth they both inspired.

Leaders need to foster a culture of coaching, where everyone feels a sense of belonging and receives nurturing guidance. In turn, leaders must foster this same culture within themselves to preserve their well-being and leadership core. Creating this intentional space fosters productivity, creativity, collaboration, and innovation. A coaching culture can deflate the potency of Imposter Syndrome, ensuring that potential masterpieces aren’t lost like Brian Wilson’s initial vision for “Smile.”

Creating a Culture of Empowered Coaching

To cultivate this culture, consider these three moves:

  1. Model Coaching for Ourselves: Create a daily inventory of positive impact. Daniel Pink suggests listing three ways we made daily progress in any endeavor. This practice reinforces self-worth and achievement. (Another takeaway from the Covey-Pink Webinar!)
  2. Seek Thought Partners: Share ideas and seek support from trusted colleagues. Thought partners can provide invaluable perspective and encouragement.
  3. Strengths-Based Inventory: Collaborate with your team to identify strengths and invite members to coach others in those areas. This differentiated support fosters a collaborative and empowered community.

As leaders, it’s crucial to give ourselves grace and recognize our accomplishments. By structuring space for coaching and seeking thought partners, we can empower ourselves and our organizations to overcome Imposter Syndrome. In doing so, we ensure that our collective potential is realized, and no masterpiece is left abandoned.

Embrace the journey, nurture your ideas, and empower others to do the same. Together, we can create a symphony of success.

Check out “Surf’s Up” by The Beach Boys to get a sense of the sheer symphonic beauty intended for the “Smile” album: