The Case for Collective Practice
- Catherine Addor
- Jul 25
- 3 min read
When the COVID-19 pandemic disrupted the foundations of schooling, many of us found ourselves looking up and seeing no clear direction. Traditional hierarchies faltered. Centralized decisions lagged. Leadership was often absent or ineffective. In my situation, direct leadership failed to provide the guidance necessary to navigate the pivots.
Something unexpected happened: we found each other.
As a group of district directors, each of us responsible for different departments and mandates, we stopped waiting for clarity from the top. We started leaning in to one another. We identified the work that mattered most. We shared strategies, solved problems together, and created our own network of support.
In the absence of traditional leadership, collective leadership emerged.
In that space, I saw the true power of teams that rise above ego, titles, and silos. Our team stayed aligned to students, mission, and the work ahead.
What Sets These Collective Teams Apart?
In K–12 schools, the highest-functioning teams are not just collections of expert individuals. They are collaborative, adaptive, and deeply committed to shared outcomes.
They are:
Student-centered, not status-centered.
Collaborative across disciplines and roles: teachers, counselors, directors, aides, and administrators working as one.
Ego-free in their interactions, valuing expertise wherever it lives.
Solutions-oriented, even in ambiguity.
Driven by shared purpose, not individual recognition.
They keep the school running and the mission alive.
What Kind of School Leader Builds This Culture?
To cultivate a team like this, school and district leaders must move beyond compliance checklists and embrace culture leadership. The kind that:
Anchors to Vision
Keeps teams focused on equity, excellence, and student growth—especially during change or crisis.
Models Humility
Is not afraid to say, “I don’t know, let’s figure it out together.”
Facilitates Collaboration
Intentionally builds cross-functional teams and encourages shared ownership of the work.
Builds Psychological Safety
Fosters environments where all voices matter and mistakes are part of learning.
Distributes Leadership
Recognizes leadership potential at every level, not just those with positional authority.
Honors Strengths
Leverages the unique abilities of every team member and aligns them to the work.
Stays Student-Focused
Keeps “What’s best for students?” at the center of every decision.
Hiring for Team Cohesion in Schools
If we want school cultures where teams put students first and focus on their needs, we must hire accordingly. Look for educators and staff who bring:
A collaborative mindset: They see colleagues as partners, not competitors.
Emotional intelligence: They read a room, reflect before reacting, and lift others up.
Growth orientation: They welcome feedback, adapt to change, and continually seek improvement.
Student-first thinking: Their work is rooted in doing what’s best for kids.
Communication clarity – They express ideas with respect and receive others’ perspectives with care.
Cultural humility – They embrace diversity, equity, and inclusive practice as ongoing commitments.
Team spirit – They celebrate shared wins and contribute to collective progress.
The pandemic revealed what we had always known deep down: the best education occurs when educators work together. The most resilient, impactful teams are built on trust, alignment, and a shared commitment to students.
Leadership is not a title. It’s a responsibility to create conditions where others can lead too.
If we want our schools to thrive, we must build cultures where the power of 'we' outshines the spotlight of 'me'.
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