David Wright

Principals are often encouraged to visit classrooms because that's how they provide instructional leadership. And that's true. But I think there's another reason principals should spend time in classrooms. To remind themselves just how difficult teaching really is. Last year, I wrote an entire book on instructional leadership. I get it. Classroom visits provide valuable opportunities to observe instruction, engage in meaningful conversations about teaching and learning, and support teacher growth. But there's something else that happens when principals spend time in classrooms. They are reminded of the challenges teachers navigate every single day. The challenge of providing individualized support to a struggling student while keeping 25 other students engaged. The challenge of responding to disruptive behavior without derailing an entire lesson. The challenge of capturing the attention of students who are accustomed to the constant stimulation of their phones. And the challenge of doing all of this while trying to deliver a meaningful learning experience for every student in the room. Classroom visits shouldn't just make principals better instructional leaders. They should make them more empathetic leaders. More supportive. More understanding. More gracious. And more appreciative of the incredible work their teachers do every day. So here's a shoutout to the principals who make classroom visits a priority. Not just to observe instruction. Not just to complete feedback forms. Not just to identify areas for improvement. But to stay connected to the work of teaching… and to the people doing that work. Rock on, Danny

Dear Principal, I suspect you're tired. Your job is demanding. The expectations are enormous. And some days, it can be difficult to remember why you wanted to become a principal in the first place. As Tim Messick once noted: "Job descriptions are written in such a way that a principal needs to be a superhero. A principal needs to have the power and strength of Superman, the intelligence of Albert Einstein, the popularity of Princess Diana, the political savvy of a presidential candidate, and the care and compassion of Mother Teresa." Sound familiar? You're expected to raise test scores, improve instruction, manage personnel, navigate mandates, respond to parents, and prepare students for an uncertain future. And that's just before lunch. With so many competing demands, it's easy to lose sight of what matters most. So how do we respond? We keep our eye on the ball. We remember that our most important work isn't managing programs or completing paperwork. It's creating a school where teachers want to work and students want to learn. We remove barriers for our teachers. We create a safe and supportive environment for our students. We build a culture where expectations are high, relationships are strong, and everyone feels valued. We take student achievement seriously. We analyze data, examine instructional practices, and challenge our teachers to continually improve. But we never forget that behind every data point is a student with a name, a story, and a future. We didn't become educators because we wanted to raise test scores. We became educators because we wanted to make a difference in the lives of young people. We remember that there are students walking our halls who desperately need us. The student who is being picked on. The student who has little support at home. The student who feels invisible. We advocate for them. We encourage them. We make time for them. And we remind our teachers that their influence extends far beyond the curriculum. Students may not always remember the lesson, but they'll remember the kindness. They may forget what we taught them, but they'll remember how we made them feel. There may not be one magical instructional strategy, but there is magic in connecting with kids. We've all written school improvement plans. We've all participated in developing mission statements. We've all attended meetings about goals, strategies, and initiatives. Those things matter. But people don't follow plans. They follow passion. And the best mission statements aren't framed on a wall. They're lived in the hallways and classrooms of our schools. The job of a principal will always be challenging. There will always be another mandate, another problem to solve, another fire to put out. But don't let the demands of the job distract you from the purpose of the job. You have the opportunity to empower teachers, inspire students, and help create a brighter future for the young people who walk through your doors every day. That's why you became a principal. And that's why your work matters. Keep your eye on the ball.