Are you struggling to maintain your passion in a leadership role? Join us as we explore the secrets to sustaining your leadership journey while avoiding burnout. This episode dives into practical strategies for setting healthy boundaries, ensuring you remain energized and effective in your role. We discuss the vital importance of building support networks, both within your institution and beyond, to create a collaborative environment that thrives on shared knowledge and experiences.
Discover how celebrating victories—big and small—can not only uplift team morale but also cultivate a culture of recognition and motivation. We also emphasize being proactive in your leadership style, including continuous self-improvement and remaining open to feedback from others in your professional network.
No leader should feel alone in their struggles; this episode encourages you to seek mentorship, build robust support systems, and implement strategies that can transform how you lead. As you tune in, expect to walk away with actionable insights that inspire growth and amplify your leadership effectiveness.
Don’t forget to subscribe, share your thoughts, and leave a review to help us continue to enrich your leadership journey!
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Principal JL (00:10):
Hey everybody, welcome back to the last episode
of the Coach Em Up LeadershipSeries.
I cannot believe we are here inthe final episode of this
series.
Don't worry, I have some thingsbehind the scenes that I'm
going to be working on to whereI have some more content that
I'll be having coming up forfuture episodes.
(00:31):
I'm lining up some really goodguests, some professionals in
the field of educationalleadership, and I'm really
excited to bring those on.
Next week I will be bringingyou guys an episode with Dr Joe
Sanfelippo that guy you got tocheck his workout.
I'm excited to have him on talkabout his educational
(00:51):
leadership story.
That's for next week, but thisweek we are going to talk about
sustaining leadership.
Okay, you guys, we've talkedabout how to build a culture,
how to get it thriving.
You know, in this journey ofleadership, we got to be able to
sustain the momentum withoutburning out.
Once we set the tone, thechallenge is maintaining it over
(01:15):
the long haul.
So we got to be able to havestrategic thinking, authenticity
, a dose here.
We got to be able to laugh atourselves and laugh at
situations, because it's goingto make it more enjoyable, cause
I'll tell you what this lastweek, really, things just hit
the fan on me.
It was just like one thingafter another, one personnel
(01:37):
issue after another.
It seemed like I was on.
You know, I had my humanresource person on speed dial
all week, every day.
That week I had to call andjust get some advice on some
situations that I was dealingwith.
And, man, some of these thingsaren't fun to do, but at the
same time, that's our position,that's what we do.
But you know what those thingscan drag you down, they can burn
(02:00):
you out, and so today we'regoing to really talk about
sustaining that leadership overa long haul.
I've been blessed.
I'm in my seventh year of beinga building principal and I'm
really excited about being abuilding principal.
But at the same time I have hadto learn how to take care of
myself.
I'll tell you, in my first fewyears I didn't know how to set
(02:20):
boundaries as well as I do now.
I didn't know how to delegatethat.
You know some things that I dobetter now.
Now the thing is, when Istarted being a principal, I was
a small school role principaland that is a total another
beast than being a biggerbuilding principal than I am now
.
The biggest difference is as asmall rural school principal.
(02:41):
You have your a lot of hats.
You know you're not just aprincipal but you're a
curriculum director.
You know you have your a lot ofhats.
You know you're you're not justa principal, but you're a
curriculum director.
You know you are HR.
Sometimes you are um, puttingout all the fires.
You're working with buildingpeople.
You're working with all thesepeople as well.
You know to where.
When I'm in a bigger districtthere's a lot of systems in
place and out of small school.
(03:01):
If you can create some systems,it does help bring some of that
pressure down and some of thethings you have to do and makes
it better.
But you have to be able todevelop those systems and that's
kind of what I did my firstfour years is have to learn the
systems and how to create moresystems or better systems to
make what we do on the dailybetter and more sustainable for
(03:22):
the long run.
Coming into the position I amnow, there's a lot of systems
and there's a lot of things thatI'll talk about today.
That goes with that as well.
So I'm coming from a smallschool, rural principal that I
had to wear a lot of hats.
I had to do a lot of thingsthat I don't have to do now, but
that's because there's a lotmore people, a lot more systems
(03:43):
in place for that.
So for you, small rural schoolsyou know what we're talking
about will be things that youcan implement, because I have
done it myself as a small ruralschool principal, but yet I can
also talk about the differentsystematic approaches in a
bigger school district as well.
So that's kind of what makes myexperience unique.
So, when it comes down to it,the first thing we got to be
(04:05):
able to do is take care ofourselves.
We got to be able to setboundaries.
Okay, the one thing that I havedone, especially coming into
this new principalship that I'vebeen here for now, my third
year, I had to set boundarieswith them and say, basically,
here are the things you guysneed to know.
Hey, I'm a human being, I'm aperson.
(04:26):
When I'm home, I want to bewith my family.
Now I have a rule to whereplease do not contact me, unless
it's an emergency.
It's something you got to getto me on.
Do not contact me after sixo'clock at night or before 6 am.
So I have a 12 hour window thatI have a boundary set to where,
(04:50):
unless it's like a super neededemergency or something, I can't
wait.
They can contact me, I'll holdspace for them on that, but yet
that's happened very rarely andthey've done a really nice job
of of knowing my boundary,because I want to be able to go
home and have to have familytime when I get those.
Now there's times I dosupervisions of different things
so I'm out later, so thosethings are a little different,
(05:13):
but for overall, in general,from 6 pm to 6 am.
You know that is me trying tospend time with my family, also
sleeping, things like that.
Of course things come up and Iwill address those things as
they needed.
But this also helps you balancethat work-life balance as well
to know, hey, there's going tobe times that I'm going to be on
(05:35):
downtime and I'm going to be athome, I'm going to be doing
those things, and so they knowthat and it's been very, very
good to set that boundary.
Now, ensuring that you know thisalso allows me to be able to.
People will email me andthere's times I have to look at
the.
I look at that email.
I'm bad at it, right, and I go.
Is this something that they can.
(05:56):
I can wait till tomorrow and Ido that.
If it's something that can waittill tomorrow, I'll wait till
tomorrow to answer that.
And a lot of times it's firstthing in the morning.
I take care of whatever thatneed is at that time.
But if it's a lot of times whatyou're doing, when you set these
boundaries, when things come up, staff will go hey, what I have
coming is like the mostimportant thing right now and I
(06:17):
want to solve right now.
But at the same time you'realso holding space to allow them
to try to find a solution tothat issue if it's something
that could wait till the nextday.
So I've had situations whereteachers will reach out and then
by the next morning they hadthe problem solved and so you
know, you got that's.
That's also allowing them thatthat space, because sometimes
(06:38):
people overreact emotionallyabout things.
But being able to allow themthe whole space to figure things
out is another thing.
So that that's kind of one ofthose things I also have, like
my closed door rule.
If my door to my office isclosed, I can't be bothered.
If it's open, come on in.
But there's times that I have tolike get certain things done.
Right now, I'm in the middle ofdoing some formal evaluations,
(07:01):
so there's times that I chunkout in my calendar to where hey,
this is when I'm going to writesome evaluations, this is when
I'm going to do this task.
And so this is another strategyto help you keep things
straight is I will purposely putwhat I need done agenda-wise on
my Google Calendar and I'llhold space for that.
What that does for me is A itgets it off my mind.
(07:24):
I don't have to sit there andthink about it.
B it gives me a scheduled timethat I know I'm going to get to
that task.
So I do that for all mydifferent tasks because I will
set out a calendar.
I'll put my meetings in there.
I'll do all the things I needto do.
It could be one of those thingsI will write down a check-in,
like hey, I'm going to check inwith this teacher about this
issue, you know, hey, I'm goingto do that.
(07:45):
I put it on my calendar.
So, a I don't forget.
B I make sure I'm beingintentional on following up on
those things, and when you dothat, that takes a lot of stress
, a lot of pressure off yourbrain, off your just overall
anxiety that you can have whenyou're working through these
things, when you're workingthrough these things.
So you know that's.
Another tip is to you know kindof schedule things out on your
(08:09):
Google calendars what I do, towhere I could hold space for
things and tasks that I do.
So these are some things that Ido to help self-care.
I like to have fun.
I like to go out and do things.
I blow off steam.
I like to walk, I like to bikewith my daughter once in a while
, you know, when it gets niceout.
You know there's a lot ofthings I, you know, this weekend
I worked on my wife's car, soyou know I was being the
(08:29):
mechanic this weekend to where Ihad to change some spark plugs,
do the oil change, make sure Itake care of those things, and
so those are things that I do tokind of help decompress and it
keeps my mind, you know, sharpabout the things I want to do.
Actually, during those timesI'm thinking about other things
when it comes to work-wise and Iactually come up with some
pretty good ideas once in awhile doing that.
(08:51):
So being able to take care ofthe things you need to be able
to take care of is important.
You need to hold space for yourfamily.
You need to have times andboundaries set so your staff
knows what they are.
I have my closed door policy ismainly hey, if I'm in there
working, I can't be botheredunless it's like an absolute
emergency because I'm holdingspace for different tasks that I
(09:11):
have to do.
But I love to get out, I loveto be able to you know, get,
understand what my boundariesare and they respect them really
really well and they understand.
(09:34):
Hey, I know, you know this isyour expectation, but I have
this coming up and I'll holdspace for that because that's
important to be able to do isunderstand that there are, like
things you have to address rightaway, and I'm not saying not to
do that, but I'm saying if youhave expectations, your staff
will follow them and they'll andthey'll hold that, um, that
space for you so you can not getburned out.
(09:54):
Really, that's kind of whatthat's for now.
Delegating, uh, empowering otherleaders.
Now, even as a small schoolprincipal, you can do this.
You can find ways to findpeople in leadership roles.
What we did at my firstprincipalship is we created kind
of like a leadership team, kindof people we brought together
(10:15):
where we meet once a week andtry to get different people from
different departments and youknow, you know SPED people, core
people, people not in the core,you know, in specialized areas
together because we wanted tothink through things together.
Now we're able to delegatethings based off of that
leadership team.
Same thing here at the bigschools we have different roles.
(10:39):
So I have a couple assistantprincipals where one is
delegated and runs the PBIS teamand does a really fantastic job
.
The other one, really they bothdo a lot of things, but these
are just examples.
The other assistant principalwill do the intervention piece,
working with what we call edefficiency, which is going away.
(10:59):
We're actually going to go tosecurely flex is what they call
it.
So that's another transitionpiece.
But he works with a lot of theintervention piece.
But at the same time they bothwork with our attendance piece
as well, to where they'retracking kids' attendance and
knowing where we're at, becausethey bring that information to
the attendance committee, towhere now we have our leadership
(11:23):
team come together andeverybody on that leadership
team has a role, and so thereare systems in place that they
just go, they just run and all Ihave to do is just check in on
them, see where they're at, andif those people that are running
those things need support, Isupport them and try to help
them.
But also it takes a lot ofpressure off of me having to
maintain all these differentsystems.
(11:45):
When I was at a smaller school,there's a lot of things I had to
maintain.
That's where I had to learn toknow what's important, how to
prioritize things.
That's where saving space andthat Google Calendar designating
those tasks will help that withyou.
But then if there's somebody inyour building that wants
leadership role they would liketo get into leadership you want
(12:09):
to utilize that.
Hey, I really believe that youcan do this task.
Would you be willing to help meout with that?
And what you're doing is you'rebuilding leadership capacity
within that staff member, and sothose are things you could do
at a small school as well as abig school, but understanding
how to delegate, knowing whosepeople's roles are, knowing what
your role are and knowing howall these things fit together,
(12:32):
because those things will helpyou be able to avoid burnout so
you don't feel like you have todo it all all the time, and so
those are things you got tothink about when it comes to
that.
The next step I'm going to talkabout is build support networks.
As principals, we're on anisland a lot, right, there's
(12:53):
some of you in the small ruralschool.
You're the only administratorK-12.
You know, you may have asuperintendent, you, and that
superintendent may be theadministrators of that whole
district, right.
Then you have some districtswhere you have one building
principal and an elementary onein the 712, superintendent,
maybe an 80, maybe you know anactivities director, assistant
(13:18):
activities director.
That all comes into play onthat.
Assistant activities director.
That all comes into play onthat.
I'm lucky because I have in mybuilding two assistant
principals and a full-timeactivities director.
My full-time activitiesdirector takes care of all that.
I don't have to worry aboutthat.
If things come up, she comes tome and we talk about it.
We build a plan on those thingsthat need to happen and we work
(13:40):
through those issues together.
Same thing with my assistantprincipals.
They deal a lot with ourstudents and student discipline
and different things like that.
But we talk constantly aboutthings and so we network within
ourselves.
But hey, guess what?
We also try to network outsideof our building.
We try to network outside ofour district as well.
So I really encourage you whenyou're talking about building
(14:04):
support networks, you know,utilize.
In Nebraska we have theeducational service units.
Utilize those people, they canhelp you.
That's also part of delegating.
If they have a training thatthey can bring into your
building so you don't have to doit all the time, do it.
You know small school ruleprinciples.
We use the ESU all the timehere in Nebraska.
They are fantastic for us, butwe can also use them as a bigger
(14:28):
school district principal aswell.
So don't forget about yourservice units in Nebraska to try
to bring them in to help you,because that's what they're
there for.
They'll help support you guys,to help you guys learn and grow
within your building.
Also, things you want to do isget in touch with your region or
your you know different area.
I don't know what they callthem in other states, but in
(14:49):
Nebraska we have differentregions.
You know that are divided aboutthroughout the state and we try
to come together every two tothree months to meet.
Those are good ways to get intouch with other principals,
what are going on in yourbuilding and building that
network there.
We also have state conferenceshere in Nebraska as well.
We have one big one in thesummer, in July.
(15:10):
We also have a principal one inDecember, which you know it's
hard to get away, but I've madetime to do that and it's good.
Networking, understanding wherepeople are at you, you know what
You're learning from each othergoing, you know what I'm
dealing with that, how are youhandling it.
I'm dealing with that, how areyou handling it, and coming
together and building thosenetworks is crucial.
(15:31):
But those things are great.
But then you want to startthinking about what can I do
every week or day by day to havesome professional development
or networking?
Know every week or day by dayto have some professional
development or networking.
So that's where podcasts and mymy journey have come into play,
to where I will go ahead andI've built up support networks
(15:52):
through just listening topodcasts, understanding where
people are at, understanding youknow how to solve different
issues.
Even if you never like getconsulted by some of these
people on these podcasts, youwill learn through their podcast
everything.
So, besides, you know mypodcast Educational Leadership
with Principal JL, which is freePD.
(16:12):
You know that right, there'ssome other podcasts that I'm
going to recommend you guys tolisten to as well.
I love my podcast.
I want to build that communityof people, but really there's
other podcasts up there thatcould help as well, because I'm
not the only podcast out there.
So here's some of the podcaststhat I listen to that help me
learn and grow, but also helpsme network, and so one of the
(16:36):
podcasts I listen to is theEmpowered Principal.
I had Angela Kelly on the show acouple episodes back, so go
listen to that one.
You get to learn more about herpodcast and the work she does.
This one, "eaning IntoLeadership with Darren Pepperd
this one's a really good one aswell.
I've gotten to know Darrenquite a bit just through the
(17:01):
podcasting world and justthrough education world.
We sat down and we're going tobe working together on some
things, so that's coming up.
So I would definitely recommendleaning into leadership with
Darren.
Building a collaborativeculture podcast that's with
Curtis Hewson.
I actually got to go on thatshow and that's episodes coming
out on their podcast.
You know, later on, in about amonth or two from now, but I'm
(17:24):
also going to bring Curtis ontomy show and his wife, florida,
and Curtis do a really nice jobwith that building a
collaborative culture podcastCoach Tony Kimball.
Transforming lives podcast.
That's a really good one.
This guy is going around.
He doesn't have justeducational leadership stuff,
but he has like math roomSpecific stuff as well, and so I
(17:46):
would like you guys to checkout transforming lives podcast
as well.
And this is this.
Another one, the PrincipalCenter Radio.
That's another good one.
They got a lot of content therethat would be good for
principals and networking andunderstanding how to do your job
better.
And then making key changes isanother one that I got turned on
(18:07):
to just recently.
That's another good one.
That's, you know, you know howto keep from burning out
different things like that andthat's a really good one as well
.
That's more like life coachingon the side, but that person was
in education as well.
So those are some podcasts thatI would recommend you guys
checking out to help build thatnetwork but also bring something
(18:28):
into your daily life, and Ilistened to all these different
podcasts.
I have my own podcast bringingout content you know to from my
perspective and things thatthese people have theirs bring
it from their perspectives andall the great works.
There's so many different greatthings going on out there.
You guys got to tune in andcheck those out, and so those
are some things that are reallygood to do to build that support
(18:51):
network.
You also got to be able tocelebrate wins.
Celebrate the small things aswell as the big things.
Celebrate the things that theteachers and staff are doing
well and let them know.
Now, some staff members may notlike publicity.
It's okay, even if it's justgoing to their room and just
thanking them privately is a big, big, big shift.
(19:15):
Something you can do is verysmall, but it's still meaningful
because you're actually goingand say I'm taking the time to
be intentional about this thing.
I really appreciate all thework you do on this.
Now I also do some things, likeI'll bring in a food truck I've
talked about this before tokind of spoil my staff.
I will give them this pastwinter I gave them Dunkin' Donut
(19:38):
gift cards.
There's a lot of things that youcan do to show appreciation and
celebrate wins, and so you knowyou don't.
You can be creative with that,but make sure you're
highlighting things.
The cool thing that I get to doas a building principal at my
district is we have a once ayear spotlight on learning, and
so every year I get to gopresent to the school board and
(20:00):
guess what this year I'm goingto present to the school board
and guess what this year I'mgoing to present to the school
board.
But I'm bringing in someteachers and I'm bringing in
some students to spotlight theawesome work that is going on at
our high school, and I'm soexcited that's going to happen
in March.
And so being able to have otherpeople be involved in those
processes and letting them shareout the great work and
(20:20):
celebrating those successes andwins is a great way to be able
to A you're delegating, butyou're also control the
narrative of your school, andutilizing social media is
another way is to share out theawesome things and be able to
share that narrative of all thegreat things that are happening
within your school, and so thoseare really good ways to kind of
(20:43):
help.
You know, keep yourself fromburning out, delegate the power
building supports andcelebrating wins.
Now you also we talked aboutlast episode about continuous
improvement and learning.
So make sure you're alwaystrying to find professional
development that helps theschool culture, helps the
(21:03):
processes and things that youhave in place so you can get
make things better.
So you're also the ongoingtraining collaboration, like.
One of the things we're goingto do is I'm asking staff to
share out the this coming upFriday things that they have
done with Magic School AI andI'm really excited because I've
(21:24):
heard a lot of good things.
I'm really excited to see whatthe teachers are going to share
out with everybody to try to seewhere everybody is at with that
professional developmentopportunity that they have Now.
Another thing is you have tohave data-driven decision-making
.
You've got to have data to helpdrive the change and things
(21:44):
that you want to do and you haveto be able to track data.
When you track data, you'remore than likely going to
improve on the data you'retracking.
If you don't track your data,more than likely you're not
going to improve on that piece.
So make sure when you are doingimprovements, you have data
that you can track.
That makes sense and you cansee the effects of what's
(22:06):
happening.
Like I've talked about theattendance implementation of our
new attendance policy, but ourMTSS is attendance process that
we have.
I track data all the time to seewhere we're at.
I track data daily.
I track data quarterly and so Iknow where we're at when it
track data daily.
I track data quarterly and so Iknow where we're at when it
comes to our tenants and that'ssuper exciting.
(22:26):
But those changes won't behappening if we weren't tracking
that data.
And teachers they will trackdata in the classroom.
You know when it comes to bystudent, by target.
They will track those studentswhere the students are, where
are they achieving, where dothey need to get better?
You know where do we need moreintervention piece Tracking data
(22:47):
to make decisions is huge.
So make sure you're doing thosethings, because that's going to
help long-term success.
That's also part of who youguys are and your culture that
you built.
And then, building trust Betransparent.
That's one thing I work really,really hard to do is be
transparent and help peopleunderstand hey, there's things
that we just got to do.
But at the same time, there arethings that I'm going to be
(23:11):
very open.
Why we're doing what we'redoing and the thing is a lot of
things that we do is we arecollaborating together already
and so we're already thinkingthrough those things and not
just making rash decisions andso being able to build that
trust with people, building upthose connections so they can
trust you.
So when you say, hey, this iswhy we're doing, what we're
(23:33):
doing.
They understand and there'sclarity.
And when you lead with clarityand trust, a lot of things are
going to happen for you.
That's going to be very, verygood.
But if you're dishonest andyou're not clear and you're not
transparent, people will notfollow you.
That is flat out.
It just won't happen.
So make sure you're transparentand you also want to be able to
(23:56):
.
With that transparency, youencourage risk-taking.
You want people to get better.
You do not want people to beafraid to fail and if they're
afraid to fail, they're notgoing to get better, because we
learn through failure.
That's just who we are as humanbeings.
So let people fail but at thesame time, be there to support
and raise them up, and lift themup when need to be.
And with that collaborationpiece, you're going to do just
(24:19):
fine.
Community engagement.
Collaboration piece you'regoing to do just fine.
Community engagement.
This is another huge thing thatwe have done really, really
well at the school that I'm atright now is we work with the
hospital, the Central CommunityCollege, the law enforcement,
the probation office, you know,the county court system.
They have a program calledSTARS which helps people with
(24:43):
currency issues to try to removeboundaries.
So we have that piece embeddedinto our leadership team.
Now to where we are trying tofind people where they're at and
trying to find support.
But we're able to offer thingsat our school because we have
that community support.
We have things like ourhospital coming down and saying,
(25:05):
hey, we would really like it ifwe can somehow have this
certain class at Hastings High,in this example we call us, go
over to CNA class right, whichwe implemented about a year and
a half ago.
But there's another classcalled phlebotomy.
But those classes wouldn'thappen if we didn't have the
support of our community.
And we work together.
(25:25):
We have some meetings.
We try to figure out how can wedo this, because what we're
doing is help building not justour students up but our
community up, and so being ableto work with your community and
have community engagement issuper important because that's
going to help bring peopletogether, but there's also going
to help drive the success ofyour building.
(25:46):
The final things we want to talkabout is you want to be
proactive when you are fightingburnout, so you want to be able
to take regular breaks.
You want to be able to you know, when you have like a weekend
to decompress.
Do that.
Go do something fun.
You know, some people like toread a book.
I like to go walking.
I'll listen to things, I'lllisten to podcasts.
(26:08):
So those are things I like todo.
But at the same time, I'll workout.
When it's not cold out, I'mgoing to start working out to
get nicer now.
But do things that you enjoy,because if you don't do things
that you enjoy, because if youdon't do things that you enjoy
outside of this job, you'regoing to be, you're going to be
miserable at times, you're goingto be worn down.
You've got to do things torecharge yourself.
(26:29):
So I'm going to encourage thatas a final step in here.
And also mentorship Guys, it'sOK to look for people to mentor
you.
Ok, like I talked to withAngela Kelly.
She helped me out a ton in myjourney as an educational leader
, but she was a part of my story.
There's other people out there.
There's Darrin leaning intoleadership man.
(26:49):
That guy is out there workingwith principals and trying to
help them become better.
I mean, there's a lot of peopleout there that you can work
with.
If you want to, some sort ofleadership coach out there, I'm
more than willing to help youguys too.
Just reach out to me and I'llhelp you.
I'll advise you on things thatyou guys are going through, and
(27:10):
actually I had a person thatlistens to this podcast reached
out to me about some stuff.
Her name's Kelly.
Hey, kelly, good to see you.
Thanks for listening to thepodcast, but she knows who she
is.
She reached out and it was sogreat because I was able to talk
to her about things and be ableto go OK, you're actually going
to step into this principalshiprole.
(27:31):
These are some things that Ihave learned through this, but,
yeah, she came up with somegreat ideas that I might be
looking at.
Some episodes coming up, and soI will take your guys' feedback
.
I will listen to you.
I will help you as much aspossible.
There's other people out therethat can too.
I just want you guys to feellike you're alone when it comes
out there, because doing thisjob sometimes we feel like we're
(27:52):
on an island, and if we canhave people that we could build
that support network with, tohave, it makes the difference,
guys.
It really really does, and sodo not be afraid of coaching.
Do not be afraid to havesomeone come in and critique you
and make you better, becausethat's how we're going to get
better and the more people thatare out there doing those things
they're not on an islandanymore and they're doing the
(28:15):
job more effectively and moreefficiently than anybody else
that's not getting that help, sodo not be afraid of that.
I'm going to strongly encouragethat when it comes to that.
Now the final thing is yourvision of your building will
change over time because you'regoing to make these incremental
changes.
Things are going to get better.
Then you're going to be likewhat's the next thing?
(28:35):
That's what I do every year.
I'm like, hey, here's whatwe're working on, but this is
where we're going and these arethings we're going to have to
move some things around.
So your vision and your missionwill change over time, but
revisit it every year, revisit,update it, work with your
(28:56):
leadership team on what thosegoals and tasks are.
One thing that we're working onwith our leadership team is
transitioning our eighth gradersinto freshmen.
Ship right, we're transferringfrom middle school into high
school.
How can we do a better job?
We're working on that right nowto get ready for next year,
because we understand we wantkids to have a great start to
the school year and everythinglike that.
So that's kind of shifting from.
(29:18):
We've been talking aboutattendance and getting kids in
class and all that for the lasttwo, three years.
Now we're shifting on how canwe get them into our building
and transition them moresmoothly, more successfully, and
so that's the next step we'regoing into.
So your vision is going tochange.
It's going to shift over time.
So hopefully you guys got a lotout of this Coach EM Up
Leadership Series.
(29:38):
It was really great to have youguys be a part of this journey.
This is the last episode ofthis series, but don't worry, I
got other things in the firethat are gonna be coming out.
So I hope you guys stay tunedfor those things and hope you
guys enjoyed it.
If you have, please leave areview.
Let me know what's yourthoughts.
Hey, find me on my socialmedias.
(29:59):
They're down in the show notes.
You can email me.
That's down in the show notes.
Listen to all the differentepisodes as they come out.
I really appreciate you guys.
As we get going intoeducational leadership, we're
always looking to be 1% better.
Hey everybody, welcome back to the last episode
of the Coach Em Up LeadershipSeries.
I cannot believe we are here inthe final episode of this
series.
Don't worry, I have some thingsbehind the scenes that I'm
going to be working on to whereI have some more content that
I'll be having coming up forfuture episodes.
(00:31):
I'm lining up some really goodguests, some professionals in
the field of educationalleadership, and I'm really
excited to bring those on.
Next week I will be bringingyou guys an episode with Dr Joe
Sanfelippo that guy you got tocheck his workout.
I'm excited to have him on talkabout his educational
(00:51):
leadership story.
That's for next week, but thisweek we are going to talk about
sustaining leadership.
Okay, you guys, we've talkedabout how to build a culture,
how to get it thriving.
You know, in this journey ofleadership, we got to be able to
sustain the momentum withoutburning out.
Once we set the tone, thechallenge is maintaining it over
(01:15):
the long haul.
So we got to be able to havestrategic thinking, authenticity
, a dose here.
We got to be able to laugh atourselves and laugh at
situations, because it's goingto make it more enjoyable, cause
I'll tell you what this lastweek, really, things just hit
the fan on me.
It was just like one thingafter another, one personnel
(01:37):
issue after another.
It seemed like I was on.
You know, I had my humanresource person on speed dial
all week, every day.
That week I had to call andjust get some advice on some
situations that I was dealingwith.
And, man, some of these thingsaren't fun to do, but at the
same time, that's our position,that's what we do.
But you know what those thingscan drag you down, they can burn
(02:00):
you out, and so today we'regoing to really talk about
sustaining that leadership overa long haul.
I've been blessed.
I'm in my seventh year of beinga building principal and I'm
really excited about being abuilding principal.
But at the same time I have hadto learn how to take care of
myself.
I'll tell you, in my first fewyears I didn't know how to set
(02:20):
boundaries as well as I do now.
I didn't know how to delegatethat.
You know some things that I dobetter now.
Now the thing is, when Istarted being a principal, I was
a small school role principaland that is a total another
beast than being a biggerbuilding principal than I am now
.
The biggest difference is as asmall rural school principal.
(02:41):
You have your a lot of hats.
You know you're not just aprincipal but you're a
curriculum director.
You know you have your a lot ofhats.
You know you're you're not justa principal, but you're a
curriculum director.
You know you are HR.
Sometimes you are um, puttingout all the fires.
You're working with buildingpeople.
You're working with all thesepeople as well.
You know to where.
When I'm in a bigger districtthere's a lot of systems in
place and out of small school.
(03:01):
If you can create some systems,it does help bring some of that
pressure down and some of thethings you have to do and makes
it better.
But you have to be able todevelop those systems and that's
kind of what I did my firstfour years is have to learn the
systems and how to create moresystems or better systems to
make what we do on the dailybetter and more sustainable for
(03:22):
the long run.
Coming into the position I amnow, there's a lot of systems
and there's a lot of things thatI'll talk about today.
That goes with that as well.
So I'm coming from a smallschool, rural principal that I
had to wear a lot of hats.
I had to do a lot of thingsthat I don't have to do now, but
that's because there's a lotmore people, a lot more systems
(03:43):
in place for that.
So for you, small rural schoolsyou know what we're talking
about will be things that youcan implement, because I have
done it myself as a small ruralschool principal, but yet I can
also talk about the differentsystematic approaches in a
bigger school district as well.
So that's kind of what makes myexperience unique.
So, when it comes down to it,the first thing we got to be
(04:05):
able to do is take care ofourselves.
We got to be able to setboundaries.
Okay, the one thing that I havedone, especially coming into
this new principalship that I'vebeen here for now, my third
year, I had to set boundarieswith them and say, basically,
here are the things you guysneed to know.
Hey, I'm a human being, I'm aperson.
(04:26):
When I'm home, I want to bewith my family.
Now I have a rule to whereplease do not contact me, unless
it's an emergency.
It's something you got to getto me on.
Do not contact me after sixo'clock at night or before 6 am.
So I have a 12 hour window thatI have a boundary set to where,
(04:50):
unless it's like a super neededemergency or something, I can't
wait.
They can contact me, I'll holdspace for them on that, but yet
that's happened very rarely andthey've done a really nice job
of of knowing my boundary,because I want to be able to go
home and have to have familytime when I get those.
Now there's times I dosupervisions of different things
so I'm out later, so thosethings are a little different,
(05:13):
but for overall, in general,from 6 pm to 6 am.
You know that is me trying tospend time with my family, also
sleeping, things like that.
Of course things come up and Iwill address those things as
they needed.
But this also helps you balancethat work-life balance as well
to know, hey, there's going tobe times that I'm going to be on
(05:35):
downtime and I'm going to be athome, I'm going to be doing
those things, and so they knowthat and it's been very, very
good to set that boundary.
Now, ensuring that you know thisalso allows me to be able to.
People will email me andthere's times I have to look at
the.
I look at that email.
I'm bad at it, right, and I go.
Is this something that they can.
(05:56):
I can wait till tomorrow and Ido that.
If it's something that can waittill tomorrow, I'll wait till
tomorrow to answer that.
And a lot of times it's firstthing in the morning.
I take care of whatever thatneed is at that time.
But if it's a lot of times whatyou're doing, when you set these
boundaries, when things come up, staff will go hey, what I have
coming is like the mostimportant thing right now and I
(06:17):
want to solve right now.
But at the same time you'realso holding space to allow them
to try to find a solution tothat issue if it's something
that could wait till the nextday.
So I've had situations whereteachers will reach out and then
by the next morning they hadthe problem solved and so you
know, you got that's.
That's also allowing them thatthat space, because sometimes
(06:38):
people overreact emotionallyabout things.
But being able to allow themthe whole space to figure things
out is another thing.
So that that's kind of one ofthose things I also have, like
my closed door rule.
If my door to my office isclosed, I can't be bothered.
If it's open, come on in.
But there's times that I have tolike get certain things done.
Right now, I'm in the middle ofdoing some formal evaluations,
(07:01):
so there's times that I chunkout in my calendar to where hey,
this is when I'm going to writesome evaluations, this is when
I'm going to do this task.
And so this is another strategyto help you keep things
straight is I will purposely putwhat I need done agenda-wise on
my Google Calendar and I'llhold space for that.
What that does for me is A itgets it off my mind.
(07:24):
I don't have to sit there andthink about it.
B it gives me a scheduled timethat I know I'm going to get to
that task.
So I do that for all mydifferent tasks because I will
set out a calendar.
I'll put my meetings in there.
I'll do all the things I needto do.
It could be one of those thingsI will write down a check-in,
like hey, I'm going to check inwith this teacher about this
issue, you know, hey, I'm goingto do that.
(07:45):
I put it on my calendar.
So, a I don't forget.
B I make sure I'm beingintentional on following up on
those things, and when you dothat, that takes a lot of stress
, a lot of pressure off yourbrain, off your just overall
anxiety that you can have whenyou're working through these
things, when you're workingthrough these things.
So you know that's.
Another tip is to you know kindof schedule things out on your
(08:09):
Google calendars what I do, towhere I could hold space for
things and tasks that I do.
So these are some things that Ido to help self-care.
I like to have fun.
I like to go out and do things.
I blow off steam.
I like to walk, I like to bikewith my daughter once in a while
, you know, when it gets niceout.
You know there's a lot ofthings I, you know, this weekend
I worked on my wife's car, soyou know I was being the
(08:29):
mechanic this weekend to where Ihad to change some spark plugs,
do the oil change, make sure Itake care of those things, and
so those are things that I do tokind of help decompress and it
keeps my mind, you know, sharpabout the things I want to do.
Actually, during those timesI'm thinking about other things
when it comes to work-wise and Iactually come up with some
pretty good ideas once in awhile doing that.
(08:51):
So being able to take care ofthe things you need to be able
to take care of is important.
You need to hold space for yourfamily.
You need to have times andboundaries set so your staff
knows what they are.
I have my closed door policy ismainly hey, if I'm in there
working, I can't be botheredunless it's like an absolute
emergency because I'm holdingspace for different tasks that I
(09:11):
have to do.
But I love to get out, I loveto be able to you know, get,
understand what my boundariesare and they respect them really
really well and they understand.
(09:34):
Hey, I know, you know this isyour expectation, but I have
this coming up and I'll holdspace for that because that's
important to be able to do isunderstand that there are, like
things you have to address rightaway, and I'm not saying not to
do that, but I'm saying if youhave expectations, your staff
will follow them and they'll andthey'll hold that, um, that
space for you so you can not getburned out.
(09:54):
Really, that's kind of whatthat's for now.
Delegating, uh, empowering otherleaders.
Now, even as a small schoolprincipal, you can do this.
You can find ways to findpeople in leadership roles.
What we did at my firstprincipalship is we created kind
of like a leadership team, kindof people we brought together
(10:15):
where we meet once a week andtry to get different people from
different departments and youknow, you know SPED people, core
people, people not in the core,you know, in specialized areas
together because we wanted tothink through things together.
Now we're able to delegatethings based off of that
leadership team.
Same thing here at the bigschools we have different roles.
(10:39):
So I have a couple assistantprincipals where one is
delegated and runs the PBIS teamand does a really fantastic job
.
The other one, really they bothdo a lot of things, but these
are just examples.
The other assistant principalwill do the intervention piece,
working with what we call edefficiency, which is going away.
(10:59):
We're actually going to go tosecurely flex is what they call
it.
So that's another transitionpiece.
But he works with a lot of theintervention piece.
But at the same time they bothwork with our attendance piece
as well, to where they'retracking kids' attendance and
knowing where we're at, becausethey bring that information to
the attendance committee, towhere now we have our leadership
(11:23):
team come together andeverybody on that leadership
team has a role, and so thereare systems in place that they
just go, they just run and all Ihave to do is just check in on
them, see where they're at, andif those people that are running
those things need support, Isupport them and try to help
them.
But also it takes a lot ofpressure off of me having to
maintain all these differentsystems.
(11:45):
When I was at a smaller school,there's a lot of things I had to
maintain.
That's where I had to learn toknow what's important, how to
prioritize things.
That's where saving space andthat Google Calendar designating
those tasks will help that withyou.
But then if there's somebody inyour building that wants
leadership role they would liketo get into leadership you want
(12:09):
to utilize that.
Hey, I really believe that youcan do this task.
Would you be willing to help meout with that?
And what you're doing is you'rebuilding leadership capacity
within that staff member, and sothose are things you could do
at a small school as well as abig school, but understanding
how to delegate, knowing whosepeople's roles are, knowing what
your role are and knowing howall these things fit together,
(12:32):
because those things will helpyou be able to avoid burnout so
you don't feel like you have todo it all all the time, and so
those are things you got tothink about when it comes to
that.
The next step I'm going to talkabout is build support networks.
As principals, we're on anisland a lot, right, there's
(12:53):
some of you in the small ruralschool.
You're the only administratorK-12.
You know, you may have asuperintendent, you, and that
superintendent may be theadministrators of that whole
district, right.
Then you have some districtswhere you have one building
principal and an elementary onein the 712, superintendent,
maybe an 80, maybe you know anactivities director, assistant
(13:18):
activities director.
That all comes into play onthat.
Assistant activities director.
That all comes into play onthat.
I'm lucky because I have in mybuilding two assistant
principals and a full-timeactivities director.
My full-time activitiesdirector takes care of all that.
I don't have to worry aboutthat.
If things come up, she comes tome and we talk about it.
We build a plan on those thingsthat need to happen and we work
(13:40):
through those issues together.
Same thing with my assistantprincipals.
They deal a lot with ourstudents and student discipline
and different things like that.
But we talk constantly aboutthings and so we network within
ourselves.
But hey, guess what?
We also try to network outsideof our building.
We try to network outside ofour district as well.
So I really encourage you whenyou're talking about building
(14:04):
support networks, you know,utilize.
In Nebraska we have theeducational service units.
Utilize those people, they canhelp you.
That's also part of delegating.
If they have a training thatthey can bring into your
building so you don't have to doit all the time, do it.
You know small school ruleprinciples.
We use the ESU all the timehere in Nebraska.
They are fantastic for us, butwe can also use them as a bigger
(14:28):
school district principal aswell.
So don't forget about yourservice units in Nebraska to try
to bring them in to help you,because that's what they're
there for.
They'll help support you guys,to help you guys learn and grow
within your building.
Also, things you want to do isget in touch with your region or
your you know different area.
I don't know what they callthem in other states, but in
(14:49):
Nebraska we have differentregions.
You know that are divided aboutthroughout the state and we try
to come together every two tothree months to meet.
Those are good ways to get intouch with other principals,
what are going on in yourbuilding and building that
network there.
We also have state conferenceshere in Nebraska as well.
We have one big one in thesummer, in July.
(15:10):
We also have a principal one inDecember, which you know it's
hard to get away, but I've madetime to do that and it's good.
Networking, understanding wherepeople are at you, you know what
You're learning from each othergoing, you know what I'm
dealing with that, how are youhandling it.
I'm dealing with that, how areyou handling it, and coming
together and building thosenetworks is crucial.
(15:31):
But those things are great.
But then you want to startthinking about what can I do
every week or day by day to havesome professional development
or networking?
Know every week or day by dayto have some professional
development or networking.
So that's where podcasts and mymy journey have come into play,
to where I will go ahead andI've built up support networks
(15:52):
through just listening topodcasts, understanding where
people are at, understanding youknow how to solve different
issues.
Even if you never like getconsulted by some of these
people on these podcasts, youwill learn through their podcast
everything.
So, besides, you know mypodcast Educational Leadership
with Principal JL, which is freePD.
(16:12):
You know that right, there'ssome other podcasts that I'm
going to recommend you guys tolisten to as well.
I love my podcast.
I want to build that communityof people, but really there's
other podcasts up there thatcould help as well, because I'm
not the only podcast out there.
So here's some of the podcaststhat I listen to that help me
learn and grow, but also helpsme network, and so one of the
(16:36):
podcasts I listen to is theEmpowered Principal.
I had Angela Kelly on the show acouple episodes back, so go
listen to that one.
You get to learn more about herpodcast and the work she does.
This one, "eaning IntoLeadership with Darren Pepperd
this one's a really good one aswell.
I've gotten to know Darrenquite a bit just through the
(17:01):
podcasting world and justthrough education world.
We sat down and we're going tobe working together on some
things, so that's coming up.
So I would definitely recommendleaning into leadership with
Darren.
Building a collaborativeculture podcast that's with
Curtis Hewson.
I actually got to go on thatshow and that's episodes coming
out on their podcast.
You know, later on, in about amonth or two from now, but I'm
(17:24):
also going to bring Curtis ontomy show and his wife, florida,
and Curtis do a really nice jobwith that building a
collaborative culture podcastCoach Tony Kimball.
Transforming lives podcast.
That's a really good one.
This guy is going around.
He doesn't have justeducational leadership stuff,
but he has like math roomSpecific stuff as well, and so I
(17:46):
would like you guys to checkout transforming lives podcast
as well.
And this is this.
Another one, the PrincipalCenter Radio.
That's another good one.
They got a lot of content therethat would be good for
principals and networking andunderstanding how to do your job
better.
And then making key changes isanother one that I got turned on
(18:07):
to just recently.
That's another good one.
That's, you know, you know howto keep from burning out
different things like that andthat's a really good one as well
.
That's more like life coachingon the side, but that person was
in education as well.
So those are some podcasts thatI would recommend you guys
checking out to help build thatnetwork but also bring something
(18:28):
into your daily life, and Ilistened to all these different
podcasts.
I have my own podcast bringingout content you know to from my
perspective and things thatthese people have theirs bring
it from their perspectives andall the great works.
There's so many different greatthings going on out there.
You guys got to tune in andcheck those out, and so those
are some things that are reallygood to do to build that support
(18:51):
network.
You also got to be able tocelebrate wins.
Celebrate the small things aswell as the big things.
Celebrate the things that theteachers and staff are doing
well and let them know.
Now, some staff members may notlike publicity.
It's okay, even if it's justgoing to their room and just
thanking them privately is a big, big, big shift.
(19:15):
Something you can do is verysmall, but it's still meaningful
because you're actually goingand say I'm taking the time to
be intentional about this thing.
I really appreciate all thework you do on this.
Now I also do some things, likeI'll bring in a food truck I've
talked about this before tokind of spoil my staff.
I will give them this pastwinter I gave them Dunkin' Donut
(19:38):
gift cards.
There's a lot of things that youcan do to show appreciation and
celebrate wins, and so you knowyou don't.
You can be creative with that,but make sure you're
highlighting things.
The cool thing that I get to doas a building principal at my
district is we have a once ayear spotlight on learning, and
so every year I get to gopresent to the school board and
(20:00):
guess what this year I'm goingto present to the school board
and guess what this year I'mgoing to present to the school
board.
But I'm bringing in someteachers and I'm bringing in
some students to spotlight theawesome work that is going on at
our high school, and I'm soexcited that's going to happen
in March.
And so being able to have otherpeople be involved in those
processes and letting them shareout the great work and
(20:20):
celebrating those successes andwins is a great way to be able
to A you're delegating, butyou're also control the
narrative of your school, andutilizing social media is
another way is to share out theawesome things and be able to
share that narrative of all thegreat things that are happening
within your school, and so thoseare really good ways to kind of
(20:43):
help.
You know, keep yourself fromburning out, delegate the power
building supports andcelebrating wins.
Now you also we talked aboutlast episode about continuous
improvement and learning.
So make sure you're alwaystrying to find professional
development that helps theschool culture, helps the
(21:03):
processes and things that youhave in place so you can get
make things better.
So you're also the ongoingtraining collaboration, like.
One of the things we're goingto do is I'm asking staff to
share out the this coming upFriday things that they have
done with Magic School AI andI'm really excited because I've
(21:24):
heard a lot of good things.
I'm really excited to see whatthe teachers are going to share
out with everybody to try to seewhere everybody is at with that
professional developmentopportunity that they have Now.
Another thing is you have tohave data-driven decision-making
.
You've got to have data to helpdrive the change and things
(21:44):
that you want to do and you haveto be able to track data.
When you track data, you'remore than likely going to
improve on the data you'retracking.
If you don't track your data,more than likely you're not
going to improve on that piece.
So make sure when you are doingimprovements, you have data
that you can track.
That makes sense and you cansee the effects of what's
(22:06):
happening.
Like I've talked about theattendance implementation of our
new attendance policy, but ourMTSS is attendance process that
we have.
I track data all the time to seewhere we're at.
I track data daily.
I track data quarterly and so Iknow where we're at when it
track data daily.
I track data quarterly and so Iknow where we're at when it
comes to our tenants and that'ssuper exciting.
(22:26):
But those changes won't behappening if we weren't tracking
that data.
And teachers they will trackdata in the classroom.
You know when it comes to bystudent, by target.
They will track those studentswhere the students are, where
are they achieving, where dothey need to get better?
You know where do we need moreintervention piece Tracking data
(22:47):
to make decisions is huge.
So make sure you're doing thosethings, because that's going to
help long-term success.
That's also part of who youguys are and your culture that
you built.
And then, building trust Betransparent.
That's one thing I work really,really hard to do is be
transparent and help peopleunderstand hey, there's things
that we just got to do.
But at the same time, there arethings that I'm going to be
(23:11):
very open.
Why we're doing what we'redoing and the thing is a lot of
things that we do is we arecollaborating together already
and so we're already thinkingthrough those things and not
just making rash decisions andso being able to build that
trust with people, building upthose connections so they can
trust you.
So when you say, hey, this iswhy we're doing, what we're
(23:33):
doing.
They understand and there'sclarity.
And when you lead with clarityand trust, a lot of things are
going to happen for you.
That's going to be very, verygood.
But if you're dishonest andyou're not clear and you're not
transparent, people will notfollow you.
That is flat out.
It just won't happen.
So make sure you're transparentand you also want to be able to
(23:56):
.
With that transparency, youencourage risk-taking.
You want people to get better.
You do not want people to beafraid to fail and if they're
afraid to fail, they're notgoing to get better, because we
learn through failure.
That's just who we are as humanbeings.
So let people fail but at thesame time, be there to support
and raise them up, and lift themup when need to be.
And with that collaborationpiece, you're going to do just
(24:19):
fine.
Community engagement.
Collaboration piece you'regoing to do just fine.
Community engagement.
This is another huge thing thatwe have done really, really
well at the school that I'm atright now is we work with the
hospital, the Central CommunityCollege, the law enforcement,
the probation office, you know,the county court system.
They have a program calledSTARS which helps people with
(24:43):
currency issues to try to removeboundaries.
So we have that piece embeddedinto our leadership team.
Now to where we are trying tofind people where they're at and
trying to find support.
But we're able to offer thingsat our school because we have
that community support.
We have things like ourhospital coming down and saying,
(25:05):
hey, we would really like it ifwe can somehow have this
certain class at Hastings High,in this example we call us, go
over to CNA class right, whichwe implemented about a year and
a half ago.
But there's another classcalled phlebotomy.
But those classes wouldn'thappen if we didn't have the
support of our community.
And we work together.
(25:25):
We have some meetings.
We try to figure out how can wedo this, because what we're
doing is help building not justour students up but our
community up, and so being ableto work with your community and
have community engagement issuper important because that's
going to help bring peopletogether, but there's also going
to help drive the success ofyour building.
(25:46):
The final things we want to talkabout is you want to be
proactive when you are fightingburnout, so you want to be able
to take regular breaks.
You want to be able to you know, when you have like a weekend
to decompress.
Do that.
Go do something fun.
You know, some people like toread a book.
I like to go walking.
I'll listen to things, I'lllisten to podcasts.
(26:08):
So those are things I like todo.
But at the same time, I'll workout.
When it's not cold out, I'mgoing to start working out to
get nicer now.
But do things that you enjoy,because if you don't do things
that you enjoy, because if youdon't do things that you enjoy
outside of this job, you'regoing to be, you're going to be
miserable at times, you're goingto be worn down.
You've got to do things torecharge yourself.
(26:29):
So I'm going to encourage thatas a final step in here.
And also mentorship Guys, it'sOK to look for people to mentor
you.
Ok, like I talked to withAngela Kelly.
She helped me out a ton in myjourney as an educational leader
, but she was a part of my story.
There's other people out there.
There's Darrin leaning intoleadership man.
(26:49):
That guy is out there workingwith principals and trying to
help them become better.
I mean, there's a lot of peopleout there that you can work
with.
If you want to, some sort ofleadership coach out there, I'm
more than willing to help youguys too.
Just reach out to me and I'llhelp you.
I'll advise you on things thatyou guys are going through, and
(27:10):
actually I had a person thatlistens to this podcast reached
out to me about some stuff.
Her name's Kelly.
Hey, kelly, good to see you.
Thanks for listening to thepodcast, but she knows who she
is.
She reached out and it was sogreat because I was able to talk
to her about things and be ableto go OK, you're actually going
to step into this principalshiprole.
(27:31):
These are some things that Ihave learned through this, but,
yeah, she came up with somegreat ideas that I might be
looking at.
Some episodes coming up, and soI will take your guys' feedback
.
I will listen to you.
I will help you as much aspossible.
There's other people out therethat can too.
I just want you guys to feellike you're alone when it comes
out there, because doing thisjob sometimes we feel like we're
(27:52):
on an island, and if we canhave people that we could build
that support network with, tohave, it makes the difference,
guys.
It really really does, and sodo not be afraid of coaching.
Do not be afraid to havesomeone come in and critique you
and make you better, becausethat's how we're going to get
better and the more people thatare out there doing those things
they're not on an islandanymore and they're doing the
(28:15):
job more effectively and moreefficiently than anybody else
that's not getting that help, sodo not be afraid of that.
I'm going to strongly encouragethat when it comes to that.
Now the final thing is yourvision of your building will
change over time because you'regoing to make these incremental
changes.
Things are going to get better.
Then you're going to be likewhat's the next thing?
(28:35):
That's what I do every year.
I'm like, hey, here's whatwe're working on, but this is
where we're going and these arethings we're going to have to
move some things around.
So your vision and your missionwill change over time, but
revisit it every year, revisit,update it, work with your
(28:56):
leadership team on what thosegoals and tasks are.
One thing that we're working onwith our leadership team is
transitioning our eighth gradersinto freshmen.
Ship right, we're transferringfrom middle school into high
school.
How can we do a better job?
We're working on that right nowto get ready for next year,
because we understand we wantkids to have a great start to
the school year and everythinglike that.
So that's kind of shifting from.
(29:18):
We've been talking aboutattendance and getting kids in
class and all that for the lasttwo, three years.
Now we're shifting on how canwe get them into our building
and transition them moresmoothly, more successfully, and
so that's the next step we'regoing into.
So your vision is going tochange.
It's going to shift over time.
So hopefully you guys got a lotout of this Coach EM Up
Leadership Series.
(29:38):
It was really great to have youguys be a part of this journey.
This is the last episode ofthis series, but don't worry, I
got other things in the firethat are gonna be coming out.
So I hope you guys stay tunedfor those things and hope you
guys enjoyed it.
If you have, please leave areview.
Let me know what's yourthoughts.
Hey, find me on my socialmedias.
(29:59):
They're down in the show notes.
You can email me.
That's down in the show notes.
Listen to all the differentepisodes as they come out.
I really appreciate you guys.
As we get going intoeducational leadership, we're
always looking to be 1% better.
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