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Stop Calling Grown Women “Kiddo” I am 55 years old. I’ve worked since I was 16. I spent 34 years in education, most of them in leadership roles. I’ve presented in rooms filled with thousands of people. I’ve earned a doctorate. I’ve been published. I’ve led districts, built programs, managed teams, and navigated crises. Across my entire career (from my twenties to this very day), men I have worked for and alongside have called me “kiddo.” Not once. Not occasionally. Consistent

School board members who are also parents hold a uniquely powerful place in our school communities. At their best, they model the highest ideals of public service, demonstrating integrity, accountability, stewardship, and a commitment to students rather than self-interest. These board members understand the gravity of their role. They know that leadership is not about access or advantage. It is about trust, ethical governance, and the public good. The board members who serve

There was a middle school student who struggled deeply with executive functioning. Not ability, not intelligence, but organization, follow-through, and managing materials. A team of caring teachers stepped in as a coordinated support system. They helped the student track assignments, gather needed materials, and use time intentionally so work didn’t disappear into the backpack void. One of those teachers also saw the student later in the day during study hall. Rather than let

In education, we often talk about collaboration as a core value, teamwork, shared vision, and collective efficacy. Schools also operate within systems shaped by competition: rankings, test scores, college acceptances, grants, awards, and scarce resources. The tension between these forces can either fracture a learning community or fuel innovation and growth. The difference lies in how leaders frame (and model) the line between competition and collaboration. Competition, when

More than a decade ago, when I was naming an educators’ guild, we chose Cognitive Dissonance. The name wasn’t clever; it was honest. At the time, many educators were experiencing real discomfort as we began to understand how virtual worlds and MMORPGs supported motivation, collaboration, feedback loops, persistence, and identity; constructs deeply aligned with lesson design and learning theory. What clashed was not evidence, but belief. We were confronting the tension between

“The whole world is a series of miracles, but we're so used to them we call them ordinary things.” ~Hans Christian Andersen In our school communities, miracles happen every single day. A student finding their voice, a teacher refusing to give up on a learner, a family showing resilience through challenge, a child mastering a skill they once believed impossible. Yet in the rush of deadlines, mandates, initiatives, and metrics, leaders can become so accustomed to progress that

My first year teaching Pre-K was in a resource-constrained community. In addition to early childhood education, our work extended far beyond the classroom. We helped connect families to housing support, food access, and medical services. The role was never limited to instruction; it was about care, stability, and trust. Around the holidays, I expected absolutely nothing from families. I gave gifts to them. They owed me nothing. It was Christmas, 1992. On the last day of class

Hope is not a Strategy There comes a point in every leader’s journey when we realize that hope alone cannot close the gap between intention and impact. Hope is vital. It fuels our optimism, steadies us in uncertainty, and keeps us connected to why the work matters. Hope without a plan becomes a wish, not a lever for change. Innovation begins the moment we recognize that hope must be paired with action, that belief must be matched with design, and that momentum grows only wh

You Are Not Intimidating, They Are Intimidated. There’s a subtle but powerful difference between those two ideas. For so many women in leadership, confidence, clarity, and direction are mislabeled as “intimidating.” What people often perceive as sharpness is really precision. What they call intensity is focus. What they classify as “too much” is simply the right amount of vision. When Strength Gets Misinterpreted Women leaders routinely navigate a world where their decisivene

Innovation rarely begins with a breakthrough. More often, it begins with a quiet shift; an internal decision to step into the chrysalis and do the unseen work of transformation. A quote I encountered recently said, “You can’t have butterfly conversations with caterpillar people.” It echoed years of watching students raise caterpillars in the classroom: the energy, the uncertainty, the patience, and finally the moment of release. In leadership, the same is true. People grow at

In an old television series from 2011, a line cuts through the noise of conflict: “When did helping your neighbor turn into a character flaw?” It’s a question that still echoes in leadership spaces today. The remark arises from an argument between two people: one intent on helping a struggling family, the other convinced they had earned their hardship through poor choices. The exchange exposes a deeper truth about leadership in schools, organizations, and communities. We ofte

Innovation Mindset: Onboarding Is Not an Event; It’s a Relationship I remember sitting in a conference room years ago with my leadership team, surrounded by folders, post-its, and laptops, as we tried to outline what “onboarding” really looked like in our district. We started listing the immediate things new employees needed to know (ID badges, email setup, class lists, keys, curriculum documents, HR paperwork). The list grew quickly, but so did my concern. When we stepped ba

The Line Between Friendship and Relationships in Leadership The Human Side of Leadership Leadership is inherently relational. We spend more waking hours with our colleagues Monday through Friday than we often do with our own families. These shared hours naturally build familiarity, shared humor, and trust; the ingredients of connection. Leaders must balance connection with clarity. There is a critical difference between knowing your staff and being part of their emotional bei

We live in the age of the immediate. Groceries arrive in an hour. Movies stream instantly. Search engines feed us answers before we finish typing the question. Parents expect a call back at 7 p.m. because “it can’t wait.” The culture of now has become the measure of responsiveness, of care, of competence. What gets lost in this immediacy is the quiet wisdom of eventually. Art takes time. Composing music takes time. Writing an epic novel takes time. Learning takes time. Buildi

There’s a special kind of damage that happens when someone unready for leadership gains power. It’s not always loud or visible. Sometimes it’s whispered in group chats named “sabotage.” Sometimes it’s measured on a dry-erase board that reads, “Days since someone cried.” Sometimes it’s hidden behind a smile and a stolen credit for another person’s work. I have seen all of it. Leaders who weaponize control, who hoard information, who keep mental (and sometimes literal) files on

A few weeks after I left a leadership role, one of the principals I had supervised reached out with a simple text: “I miss the way you...

Choosing to work in public education is not simply a career path; it is a calling to serve entire communities. If you are entering public...

Dance as a Leadership and Team Journey Leadership is often described as strategic, structured, or systematic. Another way to think about...

Grace is often spoken of in religious contexts, but it is also a profoundly human value. At its core, grace is generosity without...

Fundamental Friday: Integrity at the Interview Table When educators and leaders pursue new opportunities, the unspoken tension often...