Most leaders need more rest and rejuvenation techniques. Too many leaders who we coach tell us that they don’t get enough sleep, that their diet needs an overall, and that they can’t seem to catch up in one or more aspects of their life. Some of that is simply normal. But, a great deal of our stress and worry can be mitigated if we use strategies for making changes in life and at work.

The problem with making changes, big and small, is that we don’t often have the tools to do so. Otherwise, we would have already made the shift. Sometimes, we know what we shouldn’t do, but we have no idea what we should do as an alternative. Other times, we know what we should do, but we don’t have a system for putting it into action. If breaking and making habits were so easy, we wouldn’t see best-selling books like Atomic Habit by James Clear or Tiny Habits by BJ Fogg, PhD flying off the shelf like they do. Both are fantastic books with tons of great tools.

That’s the point. We need tools. We also need time to use the tools, and it becomes a vicious cycle if we’re not careful–no time to use the tools, no tools when we have the time, no time to find the tools to use when we have the time. The truth is that when we have the time to slow down and rest and when we have a tool to use in that space, we can make changes that will ultimately provide us with even more time. If that sounds too “meta” for you, just take a moment to realize that you need time and space to use a tool, like R.E.S.T., to make a change that will free you up to do other necessary things, like get more sleep. Let’s dive in.

Reflect

Reflection can be tricky, but we often think that we’re reflecting when we aren’t. This is another aspect of making a change where we fail because just the act of reflecting on our life and work also requires a tool of some sort. The neuroscientists are clear about this. Our brains aren’t actually wired to remember things accurately or reflect on them for improvements. That’s why athletes have coaches. The good news is that there are a number of tools that you can use that you’re probably already employing.

For example, when we’re thinking about our work week and we need to find more time to complete important tasks, a great tool to use is your calendar. If you use time-blocking as a strategy, including reverse-time blocking, then you can easily review your calendar at the end of the week to reflect on the people and problems that took too much of your time and that were unanticipated. In other words, identify who and what is bogging you down and stealing un-budgeted time.

Evaluate

Now that you’ve identified where all of your unanticipated time is spilling away from you, you can evaluate why that continues to be the case. What is it that these people tend to need? What problems continue to surface? Of course, as a leader, you’re probably responding quite well. But, that’s not helping to alleviate your stress in not attending to important tasks or creating systems that don’t allow these problems to emerge in the first place.

In Upstream, Dan Heath argues that when we continue to put out fires downstream, we never get the chance to see what’s causing those problems upstream. Before we can think about a system for preventing problems, we have to evaluate why they’re occurring. The people and problems that you’re attending to as time-suckers have root causes. What needs are you meeting that they seemingly can’t meet for themselves?

Systematize

Now that you know who and what is causing your time to slip away and you know why it keeps happening, it’s time to develop a system to prevent it. Let’s unpack an example. Let’s say that you’re arriving early to work each day so that you can catch up on email. In that block of time, schedule for email, the same few people ask you if you have a minute and then proceed to take 30 minutes to vent about unimportant work-related items. The venting might even be productive for these few people, but it isn’t for you. Nor is it necessary for you to take time to spend in this way. It doesn’t happen every day, but more than once or twice a week, using up one to two hours of your precious time.

Remember, you’re coming to work early to get some emails written and sent. That doesn’t have to happen in your office, where these folks are finding you and wasting your time. Instead, you develop a new system. You get up and get ready at the same time, but you spend your time on email at home before getting to work on time. Not only are you getting the work done that you set out to do, you’re earning hours back in the day. The “upstream” problem was that you kept showing up at the same time and space that was getting hijacked without adjusting your habit.

Test

Even though you have a system, that doesn’t mean that it’s going to work well. You have to test it and tweak it accordingly. Using the same example, you may find that it’s noisier and more distracting at home than you thought because your spouse is making meals and getting kids off to school each day. Instead of the same venters busting in on your email strategy, you now have your young children sneaking into your home office to “see what you’re doing.” If you weren’t going to say no to the work-venters, you’re definitely not going to say no to your loved ones.

All that means is that an adjustment needs to be made. In this case, take a quick detour to a local coffee shop, find a corner table, put your earbuds in to avoid small talk, and get your important emails sent. This new routine might end up being your favorite part of the day. But it might not work either; just remember to keep adjusting until your new system is optimal for what you want to accomplish.

Using R.E.S.T. to Make a Change

R.E.S.T. is a technique that you can use to make a change, which will help you to get more time back in life and work to get more rest to make more changes. Instead of a negative cycle and downward spiral, use a tool like R.E.S.T. to reverse the circumstances. Leadership might be complex, but it doesn’t have to be complicated.

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We can’t wait to hear from you. 

Joe & T.J.

As you stepped out of your classroom and into administration, a startling realization probably hit you–things aren’t necessarily done in every classroom the way that you did them in yours. 

The carefully structured world you created—where every lesson was planned from bell to bell, hall passes were a must, the curriculum was faithfully followed, and parent communication was frequent—suddenly seems less universal than you thought.

Reality hit, and you quickly discovered a diverse set of classroom expectations, teaching styles, and management approaches–some better, some worse. 

Regardless, this eye-opening moment revealed that the world of education is far more varied and complex than you anticipated. 

To navigate this landscape successfully, it’s essential to ground yourself in the key tenets of the school. Every year is new. From novice to advanced administrators, it’s best practice to ground yourself in what matters most. A great place to start is with the three Cs:

1. The Code of Conduct: Think of this as your school’s rulebook. While the code is not glamorous, its importance is undeniable. It’s not just about keeping order and discipline; it’s about creating a safe space where everyone knows what’s expected of them.
2. The Curriculum: This is your educational goldmine. It’s not just subjects and lesson plans, but the journey you’re taking with your students. 
3. The Community: Your school doesn’t exist in a bubble. It’s part of a larger community that includes parents, local businesses, and other stakeholders. Understanding and engaging with this community enriches your school’s offerings and support.

By focusing on these three areas, you’re anchoring yourself in the fundamental aspects of a well-rounded school. The goal is to create an environment where students can thrive, teachers can excel, and the community can get involved.

Know the Code

One of the first things handed to any school leader–new to administration, new to a school, or new to a district–is the code of conduct. Some leaders may think that the code is a secondary aspect of the work of an instructional leader, but it’s actually central to a safe and effective learning environment. 

If you can’t manage, you can’t lead. The same is true with the school climate; if you can’t get the climate right, culture goes out the window as well. 

The fact is that the code is the foundation upon which a school operates. Because it outlines the expected behaviors and standards of conduct for students, it provides a level of clarity and understanding for everyone, removing uncertainty and ambiguity. 

A well-crafted code provides a clear framework for everyone involved, promoting a positive and respectful learning environment.

As a leader, you must ensure that the code of conduct is not just a document that sits on a shelf. It should be integrated into the school culture through consistent enforcement, clear communication, and positive reinforcement. By modeling appropriate behavior yourself and holding others accountable, you can create a school where everyone feels safe, valued, and respected.

Know the Curriculum

The curriculum is the heart of education. It defines the knowledge, skills, and values that students will acquire during their time in school. A well-designed curriculum should be aligned with the needs of students, the expectations of the community, and the standards set by the district and state.

As a supervisor, you play a critical role in ensuring that the curriculum is implemented effectively. This involves providing teachers with the necessary resources, support, and professional development opportunities. It also means monitoring student progress and making adjustments as needed to ensure that all students are meeting their academic goals.

In addition to academic content, the curriculum should also address social-emotional learning, civic responsibility, health and wellness, and a variety of other elements designed to develop the whole child.  

When we work with leaders, especially new leaders, we learn quickly that unless it was the subject they taught, this is an area where administrators are the least confident. But, knowing the curriculum is critical for being able to effectively support teachers, provide them with feedback so that they can grow, and confirm that students are receiving the highest quality standards-based instruction possible. Take a look at the following quick tips for expert advice. 

Quick Tip: Don’t miss an opportunity to participate in the profession learning that teachers get regarding the curriculum and curriculum resources. Resist the urge to use that time to catch up in your office. Not only is this the space to learn more about the curriculum, your teachers will respect it. 

Quick Tip: Use professional dialogue during walkthroughs and observations, asking questions about the curriculum, pacing guides, scope-and-sequence documents, etc. Let your teachers be the experts, and take time to learn from them. Hint: You’ll be quick to pick up on the teachers who know the most and the teachers who need more professional development in this area (something makes for a great principal in the first place). 

Know the Community

The community is an integral part of a school’s success. Parents, businesses, and other stakeholders play a vital role in supporting the school’s mission and goals. By building strong relationships with the community, you can create a sense of ownership and shared responsibility for the school’s success.

Imagine one school in particular that fully harnessed the power of community. The school was known for academic excellence but had a very limited arts program with limited emphasis on arts education. The new principal, a passionate advocate for the arts, decided to transform the school’s offerings and culture. She knew that it would take a mindset shift. She initiated a community-wide art project, inviting local artists to lead workshops for students of all ages. The project culminated in a massive mural, painted on the school’s exterior, showcasing the town’s history and natural beauty. 

The mural became a source of pride for the school and the community, and the school’s arts programs began to flourish. The key for this type of successful transformation is effective communication. By fostering positive relationships with the community, keeping parents and stakeholders informed, create the necessary platform for open dialogue. This also means that school leaders must actively seek community input and feedback. By listening to the needs and concerns of the community, you can ensure that the school is responsive and making a positive impact on the lives of students and families.

The three Cs – the code, the curriculum, and the community – are essential components of effective educational leadership. By fostering a positive school culture, promoting academic excellence, and building strong relationships with the community, you can make a lasting difference in the lives of students and families.

Let us know what you think of this blog post. Find us on social media, and connect with us to make your next event a blast with a keynote or half/full day training on topics from one of our books or blogs like this one.

As always, we want to hear from you. Please hit us with a like, a follow, a comment, or a share. It helps us, and it helps other readers, like you, to find our work so that more school leaders can lead better and grow faster.

We can’t wait to hear from you. 

Joe & T.J.