A Superintendent recently told me, “I expect everyone to bring 200%.” They mean business because transforming an entire school district is no small feat.

For any school district to thrive, it is essential that every administrator—from principals and assistant principals to central office staff—takes ownership of their role in achieving the district's goals. This means more than just “doing your job”; it involves actively contributing to the continuous improvement of the district and inspiring others to do the same. By fostering a culture of ownership, high performance, and professional growth, districts can create a dynamic and motivated team of leaders committed to excellence.

Here’s where you might expect to hear the sound of a record scratch and an off-screen Narrators voice saying “Um.. Obviously! It’s easy to say, but not easy to do -day in and day out.

Bringing Our Peoples Best

So how do we bring out the best in every administrator, ensuring they are fully engaged and driven to achieve district goals? It starts with understanding the different mindsets that administrators bring to the table. Usually individuals fall into one of these three categories:  Traditionalists, Revolutionaries, and Adjusters. 

Traditionalists: The Steady Anchors

Traditionalists in administration are the keepers of institutional knowledge and processes. They value stability, adherence to established policies, and consistency in practices. While they may be hesitant about rapid changes, their experience and understanding of what has worked in the past are crucial assets.

How to Engage Traditionalists:

• Honor Their Experience: Acknowledge their contributions and involve them in discussions about new initiatives to gain their insights and support.

• Frame Change as Evolution: Position new goals and strategies as enhancements to existing practices rather than radical shifts. This helps reduce resistance and builds their confidence in the changes.

Revolutionaries: The Innovators

Revolutionaries are enthusiastic about exploring new ideas, challenging the status quo, and driving change. They are often early adopters of new technologies and practices and can be a source of energy and creativity in the district.

How to Engage Revolutionaries:

• Empower Them to Lead Change: Give them opportunities to spearhead pilot programs or lead professional development sessions focused on innovative strategies.

• Connect Their Vision to District Goals: Help them align their innovative ideas with the district’s strategic goals, ensuring that their enthusiasm drives meaningful improvements.

Adjusters: The Adaptable Implementers

Adjusters are the pragmatic administrators who can navigate between traditional approaches and innovative ideas. They are flexible, willing to embrace change if it is practical, and often serve as mediators between Traditionalists and Revolutionaries.

How to Engage Adjusters:

• Highlight Practical Benefits: Show them how new initiatives can make their work more effective and improve student outcomes.

• Involve Them in Implementation: Assign them roles in executing new projects, where their ability to adapt and collaborate can help smooth the transition and foster buy-in from others.

Working with Allies and Resistors

In any administrative team, you will find both allies who are enthusiastic supporters of district goals and resistors who are more cautious or skeptical, depending on your leadership style and their orientation. For example, if you are more of a traditionalist in your leadership style, you will likely have allies in other traditionalists while revolutionaires will be more likely to be resistors.

Effectively managing these dynamics is key to building a cohesive team that takes ownership of their roles.

Engaging Allies

Allies are administrators who are naturally supportive of district initiatives and are often willing to go above and beyond to see them succeed. Their support can be instrumental in gaining broader buy-in from the team.

Strategies:

• Leverage Their Influence: Involve allies in leadership roles, where they can model positive behaviors and attitudes for others.

• Recognize Their Efforts: Publicly acknowledge their contributions to motivate them and reinforce their commitment to district goals.

Engaging Resistors

Resistors may be vocal in their concerns or quietly skeptical. Their resistance can stem from fear of the unknown, previous negative experiences, or genuine concerns about new initiatives. Engaging them thoughtfully can turn their skepticism into constructive feedback.

Strategies:

• Create Open Dialogues: Provide opportunities for resistors to express their concerns in a constructive environment. Listen actively and address their issues wherever possible.

• Involve Them in Problem-Solving: Encourage resistors to participate in planning and decision-making processes. When they see that their input is valued, they are more likely to support the outcomes.

Fostering a Culture of Ownership and High Performance

To create an environment where every administrator feels ownership of their role, it’s important to cultivate a culture of high performance, continuous improvement, and professional growth. 

Here are some strategies to achieve this:

1. Set Clear Expectations and Provide Autonomy

Communicate district goals clearly and ensure that every administrator understands how their role contributes to these objectives. Then, provide the autonomy to make decisions and take initiatives within their areas of responsibility. This combination of clarity and freedom fosters a sense of ownership and accountability.

2. Promote Professional Growth

Encourage administrators to pursue professional development opportunities that align with district goals and their personal career aspirations. Support attendance at conferences, workshops, and training sessions that provide new perspectives and skills. Create a culture where learning and growth are expected and celebrated.

3. Foster Collaboration and Peer Learning

Encourage administrators to share best practices and collaborate on cross-district initiatives. Establish networks or communities of practice where they can learn from each other’s successes and challenges. This not only builds individual capacity but also strengthens the district as a whole.

4. Celebrate Achievements and Reflect on Challenges

Recognize and celebrate the accomplishments of administrators and their teams, both big and small. Use setbacks as opportunities for learning and improvement, rather than blame. This approach builds a resilient, growth-oriented culture where administrators feel safe to innovate and take risks.

5. Provide Ongoing Support and Resources

Ensure that administrators have the resources they need to succeed, including access to data, tools, and personnel support. Regularly check in to understand their needs and challenges, and respond proactively. A well-supported administrator is more likely to take ownership and strive for high performance.

Conclusion

Developing ownership among administrators is about more than assigning roles and responsibilities; it’s about creating an environment where every leader feels invested in the district’s success. By understanding and engaging Traditionalists, Revolutionaries, and Adjusters, and effectively working with both allies and resistors, you can foster a high-performing team committed to continuous improvement and professional growth. This, in turn, will drive your district toward achieving its goals and creating a positive, impactful educational experience for all students.

As district leaders, let’s work together to build a culture of ownership where every administrator takes pride in their role and is empowered to lead with purpose and passion!

About the Author:

Dr. Anne Spear is the CEO and Founder of Plan Forward.  Her background in education and research makes her a passionate advocate of the power of data in making effective, powerful change in education.

About Plan Forward:

Plan Forward is the first-ever Decision Tool for K-12 educators.  It was designed to help educators become the data leaders and change agents their communities need them to be.  Plan Forward gives educators the tools they need to gather better insights, understand their findings more quickly, and to be able to implement changes more effectively. All of this helps them pivot to follow the data more quickly, and to tell their story with more power. Find out more at www.k12planforward.com