Imagine being the type of leader that is on the Superintendent’s speed dial list, as that’s how often you provide value.
Or when the top educator in your district subs for you at your site they are admittedly nervous to fill your shoes because your daily impact is tremendous.
Meet Jess Hutchison, principal of Avoca West Elementary School, who is both of the above; clearly defining why she describes herself as a constant caretaker.
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Jess was faced with two challenges that were presented to her that are unfortunately all too common in school leaders today.
CHALLENGE #1 – she found herself pushing the boundaries of innovation, without knowing how far she’s gone or how much more she should push. This is a common characteristic of a Ruckus Maker!
Jess uses this metaphor to describe it, “I would really like help with trying to make my ripple go farther out into the pond. As I grow myself, the idea I think about is `’How do I get someone to push me?’”
Without a network of leaders to collaborate with and learn from, leaders often find themselves isolated, and this leads directly to lack of innovative possibilities or even worse, lack of efficiency.
CHALLENGE #2 – Jess found that she was so focused on everyone else, that she needed to do something for herself. As a mom of two, a teacher and literacy coach for more than a decade, and a principal for almost that same amount of time, Jess searched for answers.
Jess found the BLBS Mastermind, and had this to say, “It is a sacred time for me to connect with other people who speak the language, feel all the same feelings and at the same time push me.”
Although every site is different and every leader unique, we can all benefit from knowing that we are all still life long learners nonetheless.
Jess captures the essence of what it was like being in a BLBS Mastermind cohort as, “…your shoulders get to go down and then you get to go, ‘OK, I think we can do this.’”
Leaders easily get tied up in the day to day solving everyone else’s problems in most cases, except their own. Jess found after the first few years as a leader that the position can increasingly become isolating. She was showing positive results, but that’s because she was working tirelessly to achieve them.
When leaders decide to level up and join the BLBS Mastermind, for that one hour a week the possibilities are endless with regards to the impact the sessions will have.
“It’s de-escalating and then re-energizing all in this one hour a week that is just for me… in a place where we are so committed to doing everything for everybody else.”
Perhaps you are the leader with every second accounted for and can’t find the time to invest in yourself because of that. Jess was this way too, but she found a way, to join:
“[The] Mastermind is self-care in a way that it feels renewing and fulfilling at the same time.”
When you join the Mastermind cohort, you will be exposed to leaders like Jess who want to collaborate and learn from others who are always looking to push the boundaries of education. The weekly ‘Hot Seat’ will allow dedicated time to solving your unique issues and situations.
Don’t let the pandemic make you think we can’t make a Ruckus in schools today.
Think about it like Jess, when she says:
“…after a couple years where it felt like we were invaded by things that did not feel exciting… I want to get back to really innovating. I feel I need somebody to help me see when I’m in a rut and put some dotted lines or breadcrumbs there to tell me to come on and not to do it for me.”
In answering the question as to how leaders can care for themselves when they are constantly concerned with the need to attend to everyone else around them – look at Jess as a perfect example.
Taking the time for yourself helps you maximize your efficiency when you spend time with others.
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Stop putting your needs last and prioritize the leadership development you deserve.
You are WORTH it!