Getting strategic support so that you can truly lead

(Yes, this is an off-cycle email)

Why is it so hard to ask for help?

I get it. I was a school leader then a systems leader, and I often felt I had to figure it out on my own. I definitely sought advice and ideas from others- but when it came to making the actual plan? That was very much a solo activity. And while most of the time I technically could, that didn’t mean I had the time or brain space to think deeply through the how, involve other voices, or stress test before something went live— which ultimately led to ok-execution or a one-time activity that never had the teeth to go beyond one time.

But then I enlisted coaches and my network to support in figuring out more clearly what issues I was trying to solve, how I could do it in a way that brought people along, and create training and support to upskill folks so that they could be successful. And that shifted the game.

I often say that my work largely centers on trying to be the person I wish I had earlier in my leadership journey. And what I am realizing is that short-term, medium to high intensity work can sometimes be more impactful in moving the needle than a longer, intense strategic plan— particularly when time and money are limited and folks need some easy-to-implement, right away strategies.

This is why I’m offering strategic short-term engagements to be your co-pilot as you clarify the problem you are trying to solve and map out a targeted and sustainable solution. Our time will help you to crystallize your thinking, operationalize your vision and help you see around the corner to anticipate risks.

A few ways this could look:

• Spending an hour to talk through how to get a great candidate to say yes (or in general get more folks hired to sign)

• Talking and role playing a conversation with a team member who you want to grow and retain

• Spending a day to look through and analyze the strengths and opportunities in your onboarding or summer professional development.

• Taking half a day to assess your current talent to create targeted growth plans that help build your bench in the new year

• Taking time with a newly promoted leader to operationalize their goals for the year and create a roadmap to equip and invest their team in that work

• Conducting an audit of the key levers that will retain your team so that you can develop a more targeted retention plan

Taking a step back with someone who has been through it before can help give a jolt of perspective and some breathing room for leaders to be the brilliant, creative systems thinkers they can be (when not putting out a million fires).

Is this you? If so, let’s schedule a call.

And if you know someone who is, please pass this along. I have a few limited slots in May, and am currently booking time in June now.

And if this isn’t for you? Think about how carving time with even one of your direct reports to do any of the above can help them be more strategic.

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