We cannot predict the next disruption in education, but we can prepare leaders who thrive through uncertainty. In Eden Prairie Schools, we set out to do exactly that.
As our community launched an ambitious 10-year academic vision, Flight Plan 2035, we knew success would depend not just on strategy, but on leadership. We needed a way for every leader—from principals and program leads to finance, operations, and technology directors—to lead with clarity, innovation, and purpose amid rapid change.
That goal led us to develop the Future-Ready Leadership Framework, a foundation for how we guide with impact today and into the future. It was designed to last, to move beyond initiatives or trends, and to reflect our local values and context.
Additionally, it offers a roadmap other districts can adapt or use to build their own.
How we built it
We began by listening. Through structured conversations with leaders across roles, we asked, “What helps you lead well? What gets in your way?”
The themes that surfaced included information overload, competing initiatives and the need for organizational clarity.
From there, we blended insights from education and beyond—drawing on research around innovation, systems thinking and continuous improvement. We built on what we believed in, not just what was on trend.
To broaden our lens, we intentionally selected a small set of guiding texts and professional networks—some within education and some outside it—that reflected our values and aspirations. This mix made the framework relevant to all leaders, instructional and operational alike, and pushed our design perspectives beyond familiar boundaries.
Early drafts were shared widely, tested, and refined. Each round focused on one question: Does this help you lead better tomorrow?
That iterative process transformed a concept into a living framework. We were co-authoring a shared understanding of what “good leadership looks like around here” in clear, actionable language.
The framework: Three areas, one throughline
The framework defines what future-ready leaders know and do to lead with impact—now and into the future. Each of its three interdependent areas contains four key descriptors and corresponding actions that illustrate what the work looks like in action.
Lead for inclusion, belonging & people-centered growth
Future-ready leaders ensure every person feels known, valued and needed. They make inclusion and belonging part of daily decisions, invest in individual strengths, and elevate student, staff and community voice in design and decision-making.
Think adaptively and lead with a systems lens
They stay curious and flexible, seeing how people, programs and resources interconnect. They anticipate needs, align time and structures for long-term success and build inclusive systems that empower shared leadership across the community.
Bring vision to life through daily actions and purposeful iteration
They connect daily work to mission and long-term goals; model the values they expect in others; use meaningful data for reflection and improvement; and celebrate growth to build momentum around what matters most.
Together, these three areas form a coherent approach to leadership that is human, adaptive and durable.
From framework to practice
From the start, we made a design decision: this would not be a binder on a shelf; it had to be lived in daily practice.
At our summer administrative retreat, 60 leaders participated in three simulations, one for each area. For belonging, leaders conducted personal “belonging audits,” using research on 10 dimensions of belonging to move inclusion from concept to action.
For systems thinking, a “ripple effect” activity helped leaders visualize how decisions cascade across departments. And through “Vision in the Wild,” teams explored how our strategic plan shows up in everyday moments—from a third-grade PLC to a parent conversation about curriculum.
These simulations created a shared experience and vocabulary while freeing leaders to focus on how, not just what, they lead. When senior leaders modeled the framework, site and department leaders adapted the tools to their own practice.
We continue to revisit the framework whenever leaders gather, building continuity through application and iteration.
We reinforce that connection through Leadership Companions—short, practical guides with “Golden Nuggets” (strategies that have worked), scenario prompts for team discussions, adaptable meeting templates and resources for extended learning.
Companions are not meant to be read straight through; instead, they are meant to be used as field guides that leaders can reach for when needed.
Lessons for other districts
You don’t need our framework—you need your own. The process of building or adapting one matters as much as the final product.
- Start with values. What do we believe about leadership and learning? What does our community expect of us?
- Keep it actionable. Translate those beliefs into observable behaviors—what leadership looks like when things are working as they should.
- Embed, don’t add. Integrate the work into existing meetings, plans, and routines. Coherence comes when leaders see the Framework as how they lead, not something extra to do.
- Include every leader. Make sure operational and instructional leaders all see themselves in it.
One small but powerful practice we use to sustain alignment is a generative AI “prompt template.” To illustrate, when leaders use AI as a thought partner, they begin by pasting a short description of our framework so responses are grounded in our shared leadership principles. It’s a simple way to keep coherence alive across daily tasks.
The payoff: Clarity and confidence
As implementation deepens, the benefits become clear. Leaders share a common language, decisions are better aligned and conversations stay focused on what matters most. The framework has turned rapid change from a potential barrier into an opportunity for coherence and continuous learning.
The future will remain uncertain. But with a shared foundation—whether you adapt ours or build your own—leaders can meet it with clarity, confidence and collective purpose.
