When people experience autonomy and see some positive results, they become more engaged and productive. That is the promise of coaching.

The use of rigorous logic and disciplined methods to apply effective solutions to difficult problems is an essential skill of public education leadership. The higher up you go in the org chart, the more people you need to involve in the problem-solving process.

Becoming more intentional about the senior leadership team's purpose, membership and meetings will make your life easier, bring energy to the work of your leaders and improve your results.

The reason that the move from school to district leadership feels like such a big step to many leaders is because the skills that made you a successful— and promotable—principal are in some way counterproductive for district leaders.

Whether you are a principal, HR leader or superintendent, here are 5 ways to 'grow your own' teachers from the out-of-school-time pipeline.

Think of out of school time as a design space or a learning lab where engagement, experiences and open access programs are tested and understood for import into the "standardized academic year."

A superintendent's time horizon is longest of all: budgeting, capital projects, strategic initiatives and changing state requirements—and this is the time to prioritize those issues.

Ensuring that you are always able to look to "the next person up" is an adaptive challenge, requiring both strategic thinking and culture change.