When do we slow down enough to restore our people and relationships?  When will authentic dialogue take place to more effectively grow?

Our pace of life as education leaders is stressful and unhealthy, yet we also know how important it is to thoughtfully reflect on and renew our calling to this work.

This week we're facilitating two retreats that are designed to do just that: One is a Leadership Planning Retreat to kick off a Strategic Growth Plan, and the other is a Board Retreat for professional development and culture building. 

I got that summertime, summertime gladness 

Su-su-summertime, summertime gladness 

Got that summertime, summertime gladness 
Oh, oh-oh, oh-oh

The summertime gladness of educators is extremely joyful this year, but also mixed with a curiosity about what's next. What questions will you pursue this summer to grow and achieve excellence? Start with these...

Educators are the ultimate "knowledge workers," unique in their ability to solve complex problems and develop new ways to enable growth.

Yet they continue to languish in an industrial approach to school leadership and design where the physical spaces, time schedules, and human dynamics stifle creativity and inspiration.

There is a better way!

Life happens quickly in real-time. Sometimes we mess up and there's no way to rewind and say, “Hey, let's do that over. That's not what I meant to say or do.” 

Growing as a leader requires recognizing that rewind isn't available--you can't go back in time--but, reset is necessary and possible. Building and sustaining healthy relationships is only achieved through a high level of resiliency and disciplined communication.

Putting "Excellence" on the website or in the mission statement doesn't make it true. Excellence starts with a resolute commitment to stop doing average. 

Stop doing what average schools do.
Stop doing what average leaders do. 

Your calling as an educator is one to Excellence, not average!

Conflict is an inevitable part of leadership, especially in education where we have a high level of emotional engagement among stakeholders. Wisdom becomes an even more critical asset for us to overcome the resulting tensions and dysfunctional behaviors. 

In our executive coaching resources for members of the School Growth Network, we include these guidelines to more wisely negotiate resolutions that support your mission and values.

2020-21 was a big year for leadership growth among administrators and boards. The culture and brand of the school are most vulnerable during these high-stress periods.

We've seen so many institutions refocus on the human aspect of school leadership to rekindle their joy and work together on the factors that most contribute to excellence. 

Prince the Peacock was beautiful, with blue and green feathers that were a sight to behold. 

We met him over the weekend at the Warm Springs Inn (which we highly recommend, by the way) in Wenatchee, WA.

Despite all of his investments in marketing himself, Prince remained frustrated and unable to accomplish his goals. (perhaps a little like your school)

I read lots of mission statements.
Perhaps that sounds a bit weird, but the mission statement can be an interesting view inside what's going on deep inside the organization.

The Piedmont School has a concise, clear, and compelling mission that really caught my attention during our Board and Leadership Retreat together over the weekend. 

Who should be recruited to serve as a Parent Ambassador? That is a frequently asked question as enrollment directors are implementing or improving their efforts to involve parents in the student recruiting process. 

Here are three criteria to help you build a productive team of parent ambassadors. Brennan Stark from PeerPal joined me and Tammy for a conversation about how to choose parent ambassadors that will most effectively contribute to your success.