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Look at your to-do list and ask, “What are the things on here that can only be accomplished by me?

 That becomes your to-do list, and everything else gets delegated.  You know who can handle what.  When those tasks are delegated appropriately, they will be done promptly and efficiently.  You may even find they’re done better than you would have done them–especially if you believe enthusiastic buy-in and positive reception by the people they’re intended for are important.

You are surrounded by people that want to help (and want to help you!).

Our first accomplishments as professionals are usually rooted in our skill as individual contributors. In most fields we add value in the early stages of our careers by getting things done.

Instead simply doing more, sustaining our success as leaders requires us to redefine how we add value.

Continuing to rely on our abilities as individual contributors greatly limits what we actually contribute and puts us at a disadvantage to peers who are better able to mobilize and motivate others. In other words we need to do less and lead more.

Are you proud of your school? Do you have students who are doing newsworthy things in class and in co-curricular activities? Do you have some great teachers who engage students in ways you never thought of? Would you like to improve communication with parents and the community?

http://prezi.com/zrr40qq5i_3m/what-great-principals-do-differently/

We like our leaders to be confident, clear, in control. We take comfort from leaders who have a vision, who are insightful, who know where they are going.

We are not nearly as comfortable with ambiguity. Ambiguity is uncertain. We do not know what is going to happen with ambiguity.

We are not reassured when leaders are ambiguous. We trust them less.

The job of a good school is creating the partnership between teens and adults that scaffolds this experience and recognizes the multiple ways that adolescents master these skills.

If we intentionally design schools that meet students where they are – accommodating young people’s schedules, building on their strengths, and becoming an integral part of their lives – we can recuperate and accelerate learning, empowering young people to succeed in college and career. That’s our job.

Your to-do list is filled with low-impact tactical items – I’m not one to make a big difference between leadership and management, but one of the clear differentiators in my mind is that leaders initiate change and managers react to it. If you find your to-do list is filled with low-impact, tactical items that contribute more to the daily operations of the business, then you may be running on autopilot. Your to-do list should be focused on big picture, strategic items that could make significant improvements in your operations.

The autopilot leader easily becomes oblivious to changes occurring around him until the nature of the situation reaches a crises point, forcing the leader to snap back to reality. This happens because the leader was content to react to change rather than initiate it.

You find yourself in reactive mode all the time