Q: I’m a new leader, and I recognize the strengths and challenges of my new district, but I know we can be great. How do we get full staff buy-in for a new initiative? The district hasn’t had a history of high expectations for professional learning and growth, so the learning culture hasn’t yet been established. Please help.
Signed, Ready to lead
A: Congratulations on stepping into your new role! You’re passionate about fostering a culture of growth and high expectations, and your enthusiasm will be instrumental as you lead your district toward greatness. Building staff buy-in for a new initiative can be challenging, especially in an environment where high expectations for professional learning aren’t the norm. However, with the right approach, you can cultivate a supportive atmosphere that embraces change.
When I stepped into my leadership role, I had big ideas of what could be possible, but I did not understand my district’s history and made a few mistakes that I hope I can help you avoid.
Understand your team
Before launching any new initiative, take the time to understand your staff’s perspectives. Every teacher and staff member brings unique experiences and insights to the table. Consider hosting informal meetings or focus groups to gather their thoughts. Ask open-ended questions to understand their concerns, hopes, and previous experiences with professional learning. This will help you gauge their readiness for change and make them feel valued and heard.
Communicate the vision
Once you understand your team’s sentiments, it’s time to communicate your vision. Share why this initiative matters and how it aligns with the district’s goals. Highlight the potential benefits for both students and staff. Use relatable examples and data to illustrate the positive impacts similar initiatives have had in other districts. Remember, people are more likely to buy into a vision when they see it is relevant, has potential for success, and will help students grow. The more we focus on student achievement and success as our why, the more folks will want the change.
Build relationships
Trust is a cornerstone of any successful initiative. Take the time to build relationships with your staff. Be visible and approachable; spend time in classrooms, attend staff meetings and professional learning, and engage in conversations. When staff see you as a supportive leader who genuinely cares about their well-being, they’ll be more inclined to support your initiatives. Encourage collaboration and create opportunities for staff to share their ideas and concerns. This fosters a sense of community and empowers them to take ownership of the changes.
Provide professional learning
Since your district hasn’t had a positive history with professional learning, it’s essential to provide targeted professional learning that supports your new initiative. Review the agreed-on goals and needs, and offer practical and relevant workshops, coaching, or peer observations. Make sure these opportunities are designed to meet the varied needs of your whole staff. And don’t forget to provide choice. Investing in staff growth demonstrates your commitment to their success, which can significantly enhance buy-in.
Celebrate small wins
Change takes time, and it’s crucial to celebrate small victories along the way. Recognize and highlight the efforts of staff members who embrace the new initiative. Share success stories in newsletters, at staff meetings, or on social media. (But be sure to ask your folks how they like to be celebrated and honor their wishes.) Celebrating progress reinforces the idea that growth is a collective journey, and every step counts. This can motivate others to engage and contribute to the initiative’s success.
Foster a growth mindset
Mistakes are part of learning, and taking risks can lead to growth. Create an environment where staff feel safe to experiment and share their positive and negative experiences. You can nurture this further by modeling the behavior yourself and publicly reflecting. Be who you want your staff to be. Normalizing the learning journey will help shift the culture from compliance to continuous improvement.
Involve staff in decision-making
Empower your staff by involving them in decision-making related to the new initiative. Create committees or task forces that include diverse voices from across the district. This not only fosters ownership but also ensures that the initiative reflects the needs and aspirations of your entire staff. When people feel they have a stake in the process, they’re more likely to support it wholeheartedly.
Be patient and persistent
Finally, remember that cultural change doesn’t happen overnight. Be patient and persistent. There will be ups and downs but maintaining a positive attitude and staying focused on your goals will inspire your staff to do the same. Regularly check in with your team to assess progress and adjust as necessary. Be engaged in constant conversation, listen to feedback, and act accordingly.
As a new leader, you can shape your district’s future and, more importantly, the students and families you serve. By understanding your staff, communicating your vision, building relationships, providing professional development, celebrating wins, fostering a growth mindset, involving staff in decision-making, and being patient, you can create a culture of high expectations and continuous improvement.
Have a question that you’d like Career Confidential to answer? Email mssackstein@gmail.com. All names and schools will remain confidential. No identifying information will be included in the published questions and answers.
ABOUT THE AUTHOR
Starr Sackstein
Starr Sackstein is the Massachusetts state coordinator for PDK’s Educators Rising program, COO of Mastery Portfolio, an education consultant, instructional coach, and author. She was a high school English and journalism teacher and school district curriculum leader. She is the author of more than 15 educational books, including Hacking Assessment (Times 10, 2015), Making an Impact Outside of the Classroom (Routledge, 2024), and Actionable Assessment (Routledge, 2026).
Visit their website at: https://www.mssackstein.com/
