Teach & Serve IV, No. 28 | Do Not Play Chess, or Checkers for that Matter

Teach & Serve IV, No. 28

Do Not Play Chess, or Checkers for that Matter

February 13, 2019

Looking back, very little … maneuvering ever worked.

In the past, I have spent many hours (too many hours, frankly) trying to plot out my professional destiny.  These designs have sometimes been small in scope – determining how to get noticed in a faculty meeting or how to be appointed to an after-school duty I found desirable or how to get to teach the classes I want to teach or the department chair role I wanted. I often angled for these sorts of things, hoping that, if I did the right things, said the right words, acted in the right ways with the right people, I could influence outcomes in subtle and, sometimes, not so subtle ways.

I often schemed in a more grandiose fashion.

All too frequently, I attempted to play the long game, to play chess (three-dimensional chess at that!) while I thought everyone around me was playing checkers. I tried to line up the pieces in positions that would lead to being recognized and promoted, to being asked to chair think tanks and processes and committees, to being singled out as a great leader.

Looking back, very little of that maneuvering ever worked.

The reality is, I spent more time trying to find the jobs that would get me to level up in my job than simply doing a good job at my job, which is what wins us recognition in the first place.

Here’s the thing: you can try to play chess with your co-workers and bosses and colleagues all you want and you can assume they are just playing checkers. You can convince yourself that you are putting yourself in the best positions possible and you are winning the game. You can tell yourself you are smarter than the room and you are the master manipulator. Hey, go ahead and tell yourself you are winning.

Most likely, however, those around you are not even playing the game and your only opponent is yourself.

On reflection, that seems to me I spent an awful lot of wasted time – time I could have used getting better, sooner learning more about myself and being more genuine in my work and my leadership.

Game over.

Let the real work begin.


EduQuote of the Week | 2.11.19

Hate is too great a burden to bear. It injures the hater more than it injures the hated.

Coretta Scott King

A Journal of the First Year | Thirteen

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7 | February | 2019

It had to happen. Perhaps I ought to be surprised that it did not happen until this past week.

At some point, and I knew this intellectually beginning the role as principal, I was going to make a decision that made sense, that was necessary that I was wholly committed to and that made me question whether or not I was fully supporting the faculty I serve – fully supporting them both individually and collectively. 

I had that moment this week. 

It was the first time.

I did what I could do to explain my reasoning to all involved.  I spent time with individuals, with department chair and teacher, and time with the department overall. I tried to be transparent. Authentic. Honest.  I don’t believe (but who can really judge their own intentions with absolute clarity?) that I was not trying to justify or defend, only to explain.

It didn’t feel great and this is through no fault of the people with whom I was speaking or did speak over the course of the situation. They were terrific.

But, a week later I am still wondering if what and did and the manner in which I did it served the faculty well. I do not doubt my decision. I believe it was the correct one. 

I just wonder if I did right by the people involved.

I tried. I tried very hard. Perhaps that’s enough.

It’s been a week of lessons… perhaps next time we’ll talk about Colorado snow.


Teach & Serve IV, No. 27 | Integration

Teach & Serve IV, No. 27


February 6, 2019

Great leaders are not one person in school and another at home. Great leaders can be counted on to be consistent, to be authentic and to be integrated.

How much of one’s personal life should an educational leader bring into the context of running a school? How much should a leader share and make known to the faculty and staff she serves? How much does that faculty and staff have to know to work well with a leader?

I have worked with many people and for many people who have an ability that I do not come by naturally, that is to say they readily separate their personal lives, their “baggage,” and their stories and experiences from their professional ones. There are people for whom I have worked of whom I have known very little outside of school. I have not known their families, their interests, their desires and their concerns. I have not known their hobbies and how they spend their time after 4:00pm and before 7:30am.

And perhaps I have not needed to.

Here’s the thing: we who work together do not need to know everything about each other. This is true.

But this is likewise true: the most effective authentic and genuine leaders do integrate their personal lives fully into their professional ones. They do allow themselves to be known by the people they serve. They do open up about the hours before 7:30 and after 4:00 (as if those are truly the hours any educational leader worth his salt actually works!). They do find ways to let people in.

No, not everyone is entitled to know everyone else’s business. Yes, there are some things even the best leaders keep to themselves. But good leaders understand that good leadership flows from their being the best and truest versions of themselves.

How can someone be the best version of herself if she is holding things back, if she is not integrating both her personal and professional lives? That impulse denies too much of oneself and makes leadership harder and less authentic than it need be.

Great leaders are not one person in school and another at home. Great leaders can be counted on to be consistent, to be authentic and to be integrated.

EduQuote of the Week | 2.4.19

I would teach how science works as much as I would teach what science knows. I would assert (given that essentially, everyone will learn to read) that science literacy is the most important kind of literacy they can take into the 21st century. I would undervalue grades based on knowing things and find ways to reward curiosity. In the end, it’s the people who are curious who change the world.

Neil deGrasse Tyson