If everything is a priority, then nothing is
You cannot have multiple firsts. You cannot have several things that are the main thing.
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Why the hardest fought gains matter the most
The “Weber–Fechner law” describes the relationship between stimulus and human perception. Simply put, our ability to notice change is not linear.
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The eff-ing problem: When efficiency and effectiveness collide
In leadership, harmony isn’t about splitting the difference. It’s about choosing the melody first, then finding the rhythm that supports it.
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Seasons of the superintendency: A year in the life of a district CEO
For those of us who sit in the superintendent’s chair, the year is not a straight line. It is a series of cycles, each with its own tempo, tone and tension.
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Baking a better system: How recipe cards solve chronic absenteeism
The work of district leadership is not just doing the hard things, but capturing how they were done so others can do them too.
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Boldness and discipline: Here is how to make real progress
In governance, as in leadership, movement without balance does not create progress; it creates circles.
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Two jobs, one desk: Hidden seasons of district leadership
When someone lands their first district leadership role, I like to offer a lighthearted welcome: “Congratulations! You now get to work half-days… you can choose the first 12 hours or the second.”
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From piecemeal to principled: Why you need an AI governance manifesto
A governance manifesto acts as a “North Star,” aligning every AI effort with shared district priorities and ensuring cohesive implementation.
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Why we all need a coach and a large-language model
After nearly two decades serving as a superintendent, I’ve learned that experience alone does not ensure wisdom. Reflection does.
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Advocacy vs. activism: How superintendents foster sustainable change
Activism energizes public discourse and calls attention to systemic needs but advocacy channels that energy into sustainable progress.
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