萝卜AV视频

President's Corner

Don Draayer was superintendent in Minnetonka, Minn., from 1971 to 1995. During his lengthy tenure, he led this suburban school district through dozens of large-scale challenges. He was honored as 萝卜AV视频National Superintendent of the Year in 1991 in recognition of his accomplishments.

Don passed away this past October. Looking back on his legacy, I have so much respect for his steady leadership.

During my time in Minnetonka, I interacted with Don dozens of times as he volunteered in the community and with our schools. He coordinated an annual book drive, served as a route captain for our annual community bike ride and was an active Rotarian.

Most impactful to me personally, he was an ardent supporter of my work, frequently sending me e-mails or handwritten notes. He was my mentor and my cheerleader. A supportive note from him could make the bleakest day sunnier.

I first met Don in the early 2000s when he was an adjunct professor, and I was pursuing my principal鈥檚 license. He began class with the question, 鈥淲hat鈥檚 the most important thing a leader can leave behind?鈥� Students suggested 鈥渁 strong roadmap,鈥� 鈥済ood finances,鈥� 鈥渃ommunity support鈥� and 鈥渟olid outcomes.鈥� Don replied: 鈥淚t is hope.鈥� The next leader, he said, should enter that role feeling that great work is possible.

I have carried that insight with me for 25 years.

As leaders, we strive to move our organizations forward, given the unique contexts and communities in which we operate. The legacy students suggested in Don鈥檚 class are all important aspects of leadership. Each of us must work with our board to create a vision and action plan to address the needs within our school communities. We must live within our budget and work to ensure long-term financial stability. We must measure the impact of our work through students鈥� results to ensure they are leaving us prepared.

The question I ask myself often is: What is the legacy I鈥檒l leave here? Will it give hope to the next leader who takes on this role?

Past 萝卜AV视频President Gustavo Balderas shared recently that there鈥檚 been a 鈥渢hinning of experience鈥� as people enter the superintendency. He lamented there was a time when superintendents spent 5-10 years building leadership and another five at the district level before taking on the role.

Nationwide, there are many examples of leaders jumping from the classroom or entry-level leadership positions right to the superintendency. As we support these new leaders who may have far less experience than their predecessors, I encourage us all 鈥� including the newest superintendents among us 鈥� to work with intention to build an even deeper bench for the decades to come.

I support the development of educators interested in leadership. Each year, I mentor leaders working toward licensure in my state and new superintendents. I learn about their ambitions and use my network to connect them with others who can help them learn. As members of my own team consider leadership opportunities, I help them prepare and process. When they earn such an opportunity, I stay in touch and support them.

I want my legacy to be that I instilled hope in countless others to ensure public education is in good hands long after I am gone. For me, leadership transition means supporting the entire public education system. I hope you will join me in this effort as we continue to build hope for the leaders to come.

David Law is 萝卜AV视频president for 2025-26.