Dear Building principal,
Let’s start with the obvious: your job is ridiculously complex. Full stop. In my opinion, the hardest job in public education right now belongs to you, the building principal. Period. So before anything else, let me acknowledge that and give you the credit you deserve for taking on a role that brings both intense stress and immense rewards.
Now that we’ve got that out of the way, I’m going to push you a little.
1. Lead Up
You sit at the intersection of change and action, which means it’s on you to align your school with the actual expectations of your community. I know what you’re thinking—shouldn’t that be the superintendent’s job? The central office’s responsibility?
Nope. They play a role, sure, but their decisions are only as good as the information they have. And guess who’s sitting on a goldmine of real-time, unfiltered insight? You.
Every single day, you interact with kids, parents, grandparents, law enforcement, vendors, social service agencies—the list goes on. You know the pulse of your community better than anyone at the district office. That means you have a responsibility to lead up—to make sure the superintendent and central office understand what’s actually happening on the ground.
But here’s the catch: don’t just dump problems on their desks. No one needs more pessimism. Instead, filter what you see through a productive lens—“How does this information help us make our school better?” That’s the kind of insight that leads to real change.
2. Study Leadership Theory
If public education is going to remain relevant and sustainable, we need school leaders who act strategically and with purpose. And for that, you need a leadership framework—something that helps you make sense of the chaos and focus on meaningful action.
There are plenty of frameworks out there, but let’s not overcomplicate this. Start with The 7 Habits of Highly Effective People. Yes, I know—this book is everywhere, and you might roll your eyes at the suggestion. But here’s why I stand by it: it gives you a clear, practical roadmap for leadership that aligns schools with the expectations of their communities.
I’m not going to summarize the book for you (you should read it), but here’s a quick breakdown of the habits so you can start applying them today:
- Habit 1: Be Proactive® – Own your behavior, results, and growth.
- Habit 2: Begin With the End in Mind® – Focus on what you can control.
- Habit 3: Put First Things First® – Prioritize what actually matters.
- Habit 4: Think Win-Win® – Work with others for the best possible outcomes.
- Habit 5: Seek First to Understand, Then to Be Understood® – Listen before you speak.
- Habit 6: Synergize® – Innovate and problem-solve with diverse perspectives.
- Habit 7: Sharpen the Saw® – Commit to continuous learning and personal renewal.
The first three habits move you from dependence to independence. That transformation happens when you prioritize “private victories”—daily moments dedicated to renewing your body, mind, heart, and spirit.
Now, I know we live in a world where talking about self-renewal feels like weakness. There’s a lot of machismo in leadership right now, and I’m telling you to push against it. Burnout is real, and pretending you’re invincible is a one-way ticket to irrelevance.
The next three habits shift you from independence to interdependence, or what Covey calls Public Victory—the kind of success that comes from building strong relationships and achieving mutual benefit.
Mutual. Benefit
Read that again. Because if public schools are going to survive and thrive, this concept has to be at the center of everything we do. You’ve got a ton of stakeholders with different needs and expectations, and your job isn’t to make everyone happy. Your job is to lead in a way that creates mutual benefit for the school and its key stakeholders.
3. Define Your Non-Negotiable Beliefs
If you don’t have a clear, public set of non-negotiable beliefs about education, you’re leading without a compass. Take the time to articulate your non-negotiable goals that will lead to student success. Then, make sure your staff, students, and community understand exactly how those non-negotiable goals shape your decisions.
Need an example? I helped Megan McGuire, an elementary principal, develop a set of non-negotiable beliefs that guided her school toward meaningful change. (Her Colleagues also created some great examples I can share with their permission. If you are interested in creating your own non-negotiable goals and putting them in the format of the example, please let me know. I can help you through the process!) It worked for her. It will work for you. But only if you do the work to clarify what you stand for—and then have the courage to lead from those convictions.
Now go do the work.
