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Leading organizations through the pandemic has left leaders depleted in ways that were previously inconceivable. In kind, it will take an unprecedented approach for each of us to recover our capacity to lead.

At an upcoming workshop with the NH Learning Initiative, I will be exploring this topic beginning with the distinction between leadership ability and leadership capacity. The first is a component of the second, and yet just one component. In order for those in positions of leadership to move beyond the challenges of the pandemic and the resulting exhaustion, we must take intentional and thoughtful steps forward as we make the transition. It is not sufficient simply to take a week or two off from work, and then to dive back in. Our current state is a result of a highly demanding year and a half, and challenges remain. If we are to successfully rebound from this experience, leaders must design long term strategies to regain their capacity to lead.

Please contact me if I can be of assistance to you or your organization in designing your own process for regaining leadership capacity.

The world of education is changing. Expectations rise, resources fall, and our work is challenged at every turn. This is my contribution to the effort. With a thoughtful, intentional approach, we can not only answer these challenges, but exceed them.

The two elements of our work that hold the greatest potential to support this effort are a substantive effort at program integrity, and a thoughtful approach to supporting the leaders charged with carrying this out. This is the basis for Standard Shift. In this role, I seek to create opportunities for schools and districts to build their capacity by diving deeper into these two areas.

And it’s not just for schools. This approach can support the growth of any organization that relies upon learning as a cornerstone of their work. All such organizations prosper with the aid of substantive learning and support for those who lead it.

Let’s get to work. Together.

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