萝卜AV视频

The Promise-Keeper blog series is part of AASA's 鈥�Promise in Action鈥� back-to-school campaign, celebrating 萝卜AV视频members who are delivering on the commitments they make to their school communities through courageous decisions, transparent leadership, and student-centered action.

When I reflect on the progress we鈥檝e made in Warren County Schools, it comes down to one word: leadership. Not leadership by title, but leadership by action鈥攕hared, intentional, and grounded in relationships.

Over the past few years, we鈥檝e made leadership development the foundation of our work, guided by our R4 Framework: Rigor鈥擱elevance鈥擱elationships鈥擱esults. We expect rigorous teaching and learning, relevant to students鈥� lives, grounded in strong relationships, and leading to measurable results. The results speak for themselves:

• Higher 3rd-grade reading scores
• Stronger family connections at the middle school level
• A 100% graduation rate at the high school level

Leadership Beyond Titles

We believe leadership isn鈥檛 limited to principals or administrators. Every staff member鈥攑araprofessionals, counselors, instructional aides, bus drivers, cafeteria staff, and custodians鈥攈as the capacity to lead.

By providing training in communication, problem-solving, and collaboration, we鈥檝e seen staff step into leadership in ways that directly benefit students. For example, paraprofessionals have taken the lead in coordinating intervention groups, and transportation staff have built mentoring relationships that improve attendance and morale. These moments, multiplied across our district, are transforming outcomes.

A Shift in Culture

When leadership is shared, ownership grows. Staff no longer wait for directives鈥攖hey create solutions, support one another, and celebrate each other鈥檚 wins. Our culture is now one where everyone feels responsible for student success and equipped to contribute to it.

We believe leadership isn鈥檛 limited to principals or administrators. Every staff member鈥攑araprofessionals, counselors, instructional aides, bus drivers, cafeteria staff, and custodians鈥攈as the capacity to lead.

Advice for Other Superintendents

For my fellow superintendents looking to build a culture of leadership across multiple schools, I鈥檇 share three key pieces of advice:

1. Start with relationships. People step into leadership roles when they know they鈥檙e valued.
2. Offer role-specific training. Equip staff in every position to lead within their domain.
3. Celebrate leadership publicly. Recognition inspires others to step up.

Our transformation didn鈥檛 happen overnight, but by making leadership a shared responsibility鈥攁nd aligning it with rigor, relevance, relationships, and results鈥攚e鈥檝e built schools where staff at every level feel empowered to lead, innovate, and make a difference. When that happens, progress follows naturally academic, cultural, and community wide.