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Rethink Possible

Rethink Possible

by Bob McDowell

Pillars of Leadership Practice

Bob meets up with Dr. Tim Anderson, Executive Director of Academics for Prior Lake Savage Area Schools. He shares what he has termed the six pillars of leadership practice of focus and alignment, clarity precedes competence, systemness, capacity building, monitor and support, and celebrate values and victories. These pillars can be applied to any leadership challenge and are focused on connecting initiatives to priorities, providing clarity, creating a strong system, building capacity, monitoring progress and providing support, and recognizing achievements. This framework is designed to help leaders focus on the most important aspects of their practice in order to improve student outcomes.

Transitioning from Building to District Leadership

In this podcast, Dr. Chris Belmont, the assistant superintendent for Burnsville, Eagan, Savage Schools, discusses his transition from being a building leader to a district leader. He talks about the importance of building trust, being open to new ideas, and communicating effectively as cornerstones of successful leadership. Dr. Belmont also shares the challenges he faced in this transition, such as the shift in decision-making, responsibility, and time demands. He also discusses how to stay centered on the various aspects of district leadership and the importance of building up future leaders.

Episode 31: Operationalizing Elementary Principal Leadership

In this episode, Bob talks with Dr. Tyrone Brookins, the assistant superintendent of South Washington County Schools. They discuss how the creation of a TOSA Dean position at the elementary level is way to attempt better support and create an administrative pipeline. Dr. Brookins shares how this role was created through repurposing 11 positions and creates the opportunity for principals to better focus on new math and social studies standards, manage changing demographics in schools, and improve student proficiency on state tests. The goal is for all principals to have a clear framework for instructional leadership and for the district to see increased student learning.

Supporting Principals as Instructional Leaders

In this episode, Bob has a conversation with Dr. Alison Gillespie, assistant superintendent in White Bear Lake Area Schools about principals’ need for instructional leadership and how she led the development of White Bear Lake Schools plan to support them. She discusses the importance of creating a collaborative space for principals to learn from each other and using a new evaluation tool to provide a common language for instructional leadership. She also mentions the role of a principal coach in facilitating the process and how they track progress through individual check-ins for principal evaluation and development. Finally, she discusses the challenges and goals of driving professional development leadership capacity for principals.

AI in K-12 Schools

Bob sits down with Assistant Superintendent Nate Swenson of Edina Public Schools for a conversation around the implementation of AI from an inquiry-based approach in schools. Nate discusses the implementation team starting from the position of declaring that AI is a powerful tool and put together a one page for staff to discuss roles, responsibilities, and ethical use of AI. As the main driver for the work, the team is representative of the district and includes people who are skeptical about AI. They conducted empathy interviews and surveys to better understand how people were feeling. For training, they are focusing on integrating AI in the classroom and making work more efficient. They have a communications plan in place to keep the community informed. The key to success is having the right people at the table, including representatives from all stakeholder groups, bringing leadership along, and keeping the school board informed and supportive. The district plans to create an AI implementation team and develop an AI use plan.

Policy Development and Implementation in School Districts

In this episode, Bob connects with Dr. Nick Lightfoot, assistant superintendent at Hopkins School District, who discusses his experience with policy development and monitoring for school districts. He shares examples of how policies are created and communicated with the community, and discusses the role of state statute, collective bargaining agreements, and school board governance in shaping policies. He also shares examples of internal and external challenges with policies as well as where to begin, resources to use, and mechanisms for tracking, monitoring, and updating policies and procedures.

Navigating and Supporting Leaders

In this episode, Bob sits down with Dr. Quennel Cooper, assistant superintendent for St. Louis Park Schools. Dr. Cooper began his career as an assistant superintendent six months ago and shares his journey in navigating and supporting building leaders. He talks about his role as an educational leader, the challenges he faces, and the lessons he has learned in his career. He also talks about the importance of communication and self-care in the education field, and how he aims to support and empower his team of principals. He shares his thoughts on the differences between leading in the elementary and secondary levels and his reflections on the first six months on the job.

Cultivating a Collaborative Culture for Leadership

Bob speaks with Nate Manaen, assistant superintendent for Eastern Carver County Schools about cultivating a collaborative culture for learning. They discuss the importance of time and space, the need for leaders to be skilled in various areas, and the importance of involving district leaders in the process. Cultivating collective ownership for school improvement implies the school district establishes a framework to support leaders in cultivating ownership. Time is the most crucial resource in this process; creating an organized structure of time offers teachers and leaders the space to carefully identify the root causes of student needs, research proven evidence practices, and design units of study for professional learning. To create better collective ownership for school improvement, leaders must start by developing trust and a strong relationship with their school team. Additionally, they should focus on problem-solving and creating a safe space for vulnerability.

Unpacking the Human Element in Leadership

On this Episode, Bob speaks with Felicia Thames, assistant superintendent for Eden Prairie Public Schools, focusing on elementary programming. Felicia talks about the importance of the human element in leadership and how it is crucial to create a safe space for conversations and discussions within the organization. believes in inclusion, belonging and value within an organization, and she focuses on making space for people to feel included and valued. As an assistant superintendent, she wants to know how leaders like to be led and what motivates them. When creating goals for the organization, she brings in different voices and perspectives to make sure everyone is included and interdependent on each other's strengths. Felicia discusses her team’s method of creating space and providing opportunities for leaders to practice and model the behavior with their teams.

Solid First Leadership in Special Education

In this episode, Bob speaks with Dave Haveman, the executive director of special services for Northeast Metro Independent School District 916. He shares his experience and strategies for successful leadership in special education, emphasizing the importance of knowing yourself, building a strong team, and ensuring compliance before focusing on best practices. He also discusses the importance of communication and trust in establishing a successful working relationship with district leaders. In his role with the intermediate district, Dave is a leader of a group that focuses on special services in multiple districts, talks about the importance of having emotional intelligence when working with colleagues and understanding their reactions to changes. He speaks to the significance of knowing your team and delegating responsibilities to different members based on their strengths. Dave shares how solid first leaders learn, teach, and model leadership for their employees, and some ways to benchmark and evaluate your leadership strategies. He also offers advice on starting discussions and creating norms for staffing and due process in your district.

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