Shift 2
Prioritizing leadership that enhances the day-to-day experience of educators is essential to building a resilient and committed workforce. Rather than promoting individuals based solely on technical expertise, education organizations must cultivate people-centric leaders who know how to support professional growth, strengthen team culture, and address workplace challenges. Gallup research shows that managers account for 70% of the variance in team engagement (Clifton, n.d.), and that at least 75% of voluntary turnover is influenced by factors managers can control (Robison, 2008). When leaders are equipped to build trust, coach effectively, and foster inclusion, employees are significantly more likely to stay, feel valued, and contribute beyond expectations. In contrast, poorly supported or disengaged leadership can drive attrition, even in otherwise stable organizations.
TRADITIONAL CALL TO ACTION
Promotions are based on technical skill, not readiness to lead or support people.
COMPREHENSIVE & SYSTEMIC ACTION
Equip leaders at all levels to foster professional growth, strengthen team culture and address workplace challenges.
Retention Strategies
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Develop leadership academies that prepare aspiring leaders across departments (not just principals) with the skills to lead people—not just processes.
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Recognize and support leadership potential through mentorship roles, site-based project leadership, or process improvement teams.
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Provide mentoring and side-by-side coaching for new supervisors across all departments to help them communicate effectively, build strong teams, and navigate early leadership challenges.
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Embed retention and growth planning into regular supervisory practices (e.g., career planning checklists, milestone maps, differentiated support) to ensure growth conversations happen at all career stages.
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Normalize feedback and voice by using surveys, listening sessions, and stakeholder input loops to shape how leaders make decisions and improve employee engagement.