By Heidie Ciesielski, MASSP Associate Director of Leadership Preparation and Certification
In a time when the education job market is lean and the search for strong administrator candidates is more competitive than ever, some districts are choosing not to wait for leadership talent to appear from the outside. Instead, they are building it from within – identifying promising educators, investing in their growth, and providing scholarships to aspiring leaders enrolling in Path to Leadership, MASSP’s Michigan Department of Education-approved alternative route to a PK-12 administrator certificate.
That kind of intentional pipeline work deserves to be celebrated. Districts that create leadership pathways are doing more than filling future vacancies; they are protecting culture, retaining talent, and ensuring that the next generation of principals and district leaders already knows the community, the students, and the mission. When districts invest in their own people, they are not just solving a staffing challenge, they are strengthening continuity and long-term capacity.
Taylor Public Schools offers strong evidence of what this mindset looks like in practice. In its 2025–2030 Strategic Plan, the district names “Personnel & Leadership” as a key goal area and states that attracting and retaining high-quality educators is a top priority, with a focus on better hiring practices, stronger onboarding and improved HR systems. Recently, I have worked with their central office and board of education to enroll five of their potential leaders into Path to Leadership. They are creating a pipeline of their own to cultivate leadership within.
“With anticipated principal retirements in the coming years, we see a critical opportunity to grow leadership from within—empowering educators at all levels to take on meaningful roles in advancing school improvement and improving outcomes for every student, and to potentially step into those leadership roles in the future,” said Stacy Vespremi, Taylor Public Schools Director of State and Federal Programs.
Fenton Area Public Schools provides another compelling example of building capacity within. Its 2022–2027 Strategic Plan states that the district is committed to “developing innovative leaders for a global society,” and its planning framework places clear emphasis on “Student & Staff Support & Development” as well as ensuring the district has the human resources needed to carry out its mission. That language matters. It signals that leadership development is not an add-on; it is part of the district’s core strategy for sustainability and excellence. Fenton recently provided scholarships to two individuals to join cohorts to build their leadership pipeline.
“It is an absolute blessing to have been selected as a scholarship recipient by my school district. Not only does it show that my district has invested in my professional growth, but it validates that I am headed down the right path,” said Debbie Chapman, Fenton Area Public Schools Leadership Pipeline Candidate. “Although I am just beginning my time in the Path to Leadership program, I have found the topics to be incredibly relevant, and I am already learning a tremendous amount from the instruction. Feedback has been timely and the coaching and leadership has been kind and supportive. This program has already gone deeper in building my knowledge than I anticipated, and I am excited to see what the next year brings.”
What these districts understand is simple but powerful: The best leadership pipelines do not begin when an opening is posted. They begin much earlier, when districts notice teacher leaders, instructional coaches, counselors, deans and department heads who are ready for more – and then give them a supported path forward. In a thin labor market, “grow your own” is no longer just a good idea. It is a smart leadership strategy.
A Practical Roadmap for Districts Ready to Build Their Own Pipeline
Start by identifying leadership potential early. Look for educators who already influence culture, support colleagues, solve problems and lead improvement work without waiting for a title. These are often the future assistant principals, principals and central office leaders already serving in your system.
Then invest, don’t just invite. If districts want diverse, committed, high-quality candidates to step forward, they should reduce barriers. Providing scholarships or subsidizing payments for leadership preparation sends a strong message: We see you, we believe in you and we are willing to invest in your next step.
Next, connect preparation to real district needs. Aspiring leaders should be given stretch assignments, committee leadership, mentoring and school improvement responsibilities while they learn. Taylor’s emphasis on professional development and building-level improvement support shows how districts can create those kinds of practical leadership experiences internally.
A key step is to use Path to Leadership as the certification bridge for the next level of leadership. PTL gives districts a concrete way to help strong internal candidates earn a PK–12 administrator certificate through a state-approved program built for working professionals. When districts pair scholarships with PTL, they create a clearer, faster and more supported pathway from teacher leadership to formal administration.
Finally, make succession planning an ongoing district practice. The most effective districts revisit their internal bench regularly, align development with strategic priorities, and treat leadership growth as a long-term system rather than a one-time response to an open position. Fenton’s strategic commitment to innovative leaders and staff development underscores the value of embedding this work into the district’s overall direction.
The districts doing this work now are leading wisely. They are not waiting for the market to improve. They are creating their own future – one aspiring leader at a time. And in today’s environment, that may be one of the most important investments a district can make.
If you are wanting to create a leadership pipeline or cadre in your district, reach out to me to discuss ways we can approach district leaders or if you are a district leader – I’d love to help support your efforts, or help you create a leadership pipeline for future success.