“The best champions for change are experts in aspects of the initiative being implemented—those who combine emotional intelligence, expertise, humility, and ambition for improvement.”

As I was reading the ASCD article by Jim Knight titled, The Problem with Nominal Change, it brought me to deeply reflect on the constantly evolving landscape of education. Education is not static. It’s a dynamic and ever-changing field that demands continuous adaptation and innovation. 

Learning and teaching invites us to revisit the past, understand the needs for the present, and plan for the future. Great leaders and teachers recognize that change happens in smaller actionable moves that lead to big impact. 

Knight’s insights reaffirmed that true progress in education requires a commitment to meaningful transformation, fostering an environment where both educators and students can thrive and grow.  When we learn more and know more about what the kids and adults need in our organizations, we do better. That’s why we are here, isn’t it?  

Knight says, “When we try high-leverage practices half-heartedly, no real change happens. For true change, go all in.” To me, a big part of “going all in” means that as educators and leaders, we must ensure people feel capable of doing the important work ahead. Similarly, in the book Legacy of Learning, Meghan Lawson states, “Training our minds to see and celebrate growth in ourselves and other people is critical to growing happiness in ourselves and others.” Both emphasize the importance of full commitment and fostering a growth-oriented mindset to achieve meaningful change in education.

I am completing my third year in administration, and each one has taught me something new. In reflection, each day I have navigated the journey has served as a building block to enhance my leadership abilities, refine decision-making processes, and strengthen my commitment to creating optimal learning environments for all students, faculty, and the community I serve.

These experiences have collectively served as mentors, equipping me to better support staff, inspire students, and drive continuous improvement forward.

Here are three ideas that have helped me be more intentional about moving priorities forward:

Seeing People: As Jim Knight highlights, emotional intelligence is a key factor in driving effective change. Understanding, caring for, and responding to what you see in people’s emotions is essential. People may not be as open to implementing new ideas without knowing the person leading that charge deeply cares. It’s also important to note that people may have different ideas and you can still make every effort to see and value their perspectives. In the How To Academy Podcast, David Brooks, author of the New York Times best selling book, How to Know a Person, shared, “There is one skill at the center of any healthy family, company, classroom, community, university, or nation: the ability to see someone else deeply, to know another person profoundly, to make them feel heard and understood.”

Creating Systems and Structures: When implementing anything new, developing a process, a blueprint will help guide and move the work forward. Creating systems and structures that move people from understanding to implementation is key. For example, I have been facilitating a Literacy PD series with brilliant colleagues for all K-5 teachers on evidenced-based instruction in literacy. Together, we created a blueprint for the five-hour course which will serve as a foundation for more professional learning that will delve even deeper into high-impact literacy practices. As we execute the professional learning series, we:

• Communicate the purpose, the resources, and student assessments teachers will need for the professional learning to do the work in a meaningful way.
• Ask teachers to implement the high-leverage practices in their classrooms based on students’ strengths, assessment evidence, and needs and be ready to share their experiences in future meetings.
• Collect feedback to make improvements to future professional learning experiences.

Harnessing the Expertise of Professionals Around You: Recognizing the necessity of collaboration is crucial to our success. The work is too significant and complex to assume we have all the answers. I rely on championing a network of leaders and teachers to support and advance any district priority collectively. By doing this, we not only enhance learning experiences but also empower individuals and cultivate leadership skills throughout our team. In the bestselling book What Makes a Principal, George Couros and Allyson Apsey emphasize, “Leaders need to be visionary, but they also need to utilize the people they work with to create a vision of what school should and could be together.”

When you invite others to be thought partners, lead professional learning experiences they are experts in, and contribute to curriculum writing (to name a few), this will harness the collective strength and creativity of your team. This collaborative approach not only drives innovation but also fosters a sense of ownership and accountability among all involved. As you integrate various perspectives and expertise, you build a more dynamic and responsive educational environment that better champions the needs of students and the community.

Moving Forward

Let’s revisit Jim Knight’s quote: “The best champions for change are experts in aspects of the initiative being implemented—those who combine emotional intelligence, expertise, humility, and ambition for improvement.” Remember, you are doing great work. Continue to learn, adapt, apply the principles that have guided you so far, and embrace the new ones.

You are the champion for growth in a vibrant educational landscape, navigating and influencing change through your actions and vision. Keep pushing boundaries, embracing growth, and empowering those around you. You are making a difference. I believe in you.