Essential Actions and Branding

What are those essential actions a school leader should take for building a brand of education excellence?

A school leader should focus on these three elements when considering what steps to take, how to include their team, and how to execute their vision for their district, school, or program.

Commitment:

The school leader needs to make a personal commitment to a single vision.  Does that vision contain three or four elements?  Break those down into understandable and relevant parts.  A leader must be able to articulate the vision, the purpose, and the proposed outcomes to align the team so that they know the endgame.  The leader needs to stay on task and not waiver on the vision.  If modifications, changes, or additions are added or taken away from the vision over time, the leader has an obligation to inform his team while staying committed to that vision for the district, school, or program.  His commitment to the process will dictate the eventual team alignment or not.  Wavering on the vision and your team will do the same.  

Conversation:

The leader has an obligation to meet with the team to share his vision, ask for feedback, check for understanding, and then set the expectation that this vision will guide all further meetings, discussions, planning, and development.  The team needs to know that their leader is open to feedback so that they have a chance to buy-in once they have shared.  The leader needs to embrace the fact that he plays a pivotal role on the team, and that his desired alignment for his team starts with his or her humility.  Cast the vision, check for feedback, and move forward.  The vision should be bold and require the commitment of everyone to make it happen.  

Continuity:

The leader will cast the vision, check for feedback, and move forward with the knowledge that not everyone will be on board.  The Leader has the obligation to spot check, visit, and monitor individual school sites, programs, and locations to ensure that what has been adopted is being lived out at these locations.  Leadership requires resolute commitment to the process even when being given push back from this group or another.  The leader will find his stride when he or she is able to articulate that feedback was welcomed and plans were made accordingly.  Team members feel, or take on a sense of pride, when they have played a part in the process.  The strongest vision is accomplished when a majority of the team is inspired to follow the leader in his or her quest for academic, school, and district excellence.  That continuity happens when a leader expects and then checks.  

It is time well spent when a leader aligns their vision around the elements of commitment, conversation, and continuity.  It makes a difference for the students they serve and the community they lead.