Written by Jason Schrock, Howell High School Principal & MASSP Board of Directors Member
As principals, we’re often caught in the middle—sandwiched between the ambitious goals of our district, the needs and morale of our staff, and the expectations of parents and students. After more than a decade in this role, I’ve realized that being a principal isn’t just about implementing change; it’s about sustaining it.
Most leadership conversations focus on what’s next—the next initiative, the next strategic priority, the next professional development focus. Principals exist in a unique space: we often walk the tightrope, balancing the needs of our staff with district and community pressures. We mediate district directives, support teacher innovation, and try to stay responsive to parent and community feedback—all while keeping a pulse on student needs. It’s a relentless rhythm of pushing forward without tipping over. If I’m being honest, many of us thrive in this challenging space because we can see the “big picture” while staying connected to the “boots on the ground”.
The Reality of ‘Middle Leadership’:
Two years ago, I found myself in the thick of this struggle. Our district wanted to roll out “lessons” that would support our MTSS process and provide explicit instruction about our core values. The goal was to have every seminar classroom walk through the lessons and reinforce our expectations. Sounds good, yes? I believed in the goal but our staff was already stretched thin with learning new classroom technology (BenQ boards are amazing btw!) and they didn’t have a voice in developing the content within lessons even though it was their voices that helped shape our core values. As I thought about introducing yet “another thing”, I could feel the fatigue and frustration that would ensue.
This situation reinforced a valuable lesson: Change is only effective when it’s introduced and paced well. A principal’s success lies not in how many initiatives we roll out, but in our ability to strategically decide when and how to implement. I ended up working with a smaller team and used the technology of zoom to host interactive, monthly Portrait of a Highlander webinars to dive into our core values without putting additional burdens on our staff.
Planning the Pacing of Change:
Before diving into anything new, I ask, “Is this the right time for my staff?” Sometimes the right initiative at the wrong time becomes a failure. Look at your current climate and decide if your staff has the relational capital, energy, and resources to take on something new. If not, focus on building up those reserves first. I was shown a priority map a while ago and think it is worth reflecting on. It simply has you put initiatives into four quadrants:
- High Impact, High Energy: Keep these and invest in them.
- High Impact, Low Energy: Protect these initiatives by reallocating resources.
- Low Impact, High Energy: Cut these immediately.
- Low Impact, Low Energy: Evaluate if they’re distractions and eliminate where possible.
Setting boundaries can feel like resistance, but it’s actually a sign of strategic leadership. I’ve found success in using phrases like: “I’m fully on board, but we need to protect our staff’s capacity.” This framing shows alignment with district goals while reinforcing the need to prioritize staff well-being.
Trust your team, you are not alone:
Delegation is often misunderstood. It’s not just about offloading tasks; it’s about giving others the opportunity to lead, take ownership, and grow. When there is a high impact, high energy opportunity, sometimes delegating some things is necessary. A few years ago we were asked (voluntold) by our district to learn more about the work MCAN was doing. The initiative was worthy of pursuit but I knew I couldn’t do this myself. Feeling the balancing act starting again and being caught in the middle, I partnered with one of my assistant principals and asked her to attend and help focus our work. Fast forward a few years…we have an outstanding College and Career culture as a result of a district wide team that Lisa leads. If you want to learn more, check out the October Quick Tips on MASSPs website under the Headlines. The Make a Plan Month calendar is worth a look!
The Legacy of Sustainable Leadership:
The true legacy of a great principal isn’t measured by the number of initiatives implemented, but by the culture you create. Sustainable leadership is about empowering others, building systems that outlast you, and modeling a healthy balance that shows others it’s okay to pause, breathe, and recalibrate. The goal isn’t just to create change—it’s to create change that endures. Understanding how to connect the 30,000 ft view to the day-to-day reality of our teachers is a tough but worthwhile task. I would venture to say being a principal is high impact, high energy. As you continue to lead your staff, keep your eyes up so you know how to guide them through the changes you need to make. Now, about that AI initiative…