As we continue the discussion of equitable hiring, we have already revised our job description to reflect the organization's current needs. We remember that we have already distributed tasks from the outdated job description to other team members to meet the organization's current needs. We may also have uncovered other skills/abilities we didn’t know we needed due to new developments in the IT department's responsibilities and workflows. Think of an accurate job description as an RFP (request for proposal) for humans. The more descriptive you get in what you’re looking for in a candidate, the more clarity you provide. That improves your department’s chances of getting the right person for the job. On the flip side, the candidate receives clarity on the organization’s needs and how to best present themselves in their resume and during the interview.
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As part of our Unlocking Performance Excellence blog series, before we dive into the final category of the NIST Baldrige Performance Excellence Framework--Category 7: Results—it’s worth pausing to talk about integration: the art and science of seeing how everything fits together—people, processes, data, and results. And leading in a way that makes those connections visible, intentional, and sustainable.
In EdTech leadership, integration is the catalyst that transforms isolated initiatives into a unified, high-performing system. It’s how we move from silos to synergy—where technology no longer operates apart from instruction, cybersecurity, or strategy, but as the thread that weaves all systems together—from operations and infrastructure to teaching, learning, data, finance, and beyond. When integration is weak, organizations chase fragmented goals and duplicate efforts. When it's strong, systems speak to each other, people align, and performance accelerates. Integration turns good ideas into sustainable excellence. In this post, we’ll explore what it really means to make systems “speak”—to build intentional bridges between functions, and to move from strong parts to a stronger, smarter, and more connected whole.
I encourage you to pause at this crucial first step in the hiring process. There’s no rule that the role must be refilled exactly as it was, with the same skills and dispositions as the person who just left our team. Each vacancy is an opportunity for continuous improvement and even reinvention for your team. Why not take advantage of it? When a longtime Chief Technology Officer announced his retirement at a mid-sized district last spring, the superintendent found herself facing a big question: “Do we hire someone who’s a tech expert or someone who knows education inside and out?” On paper, it seemed like an either/or. The IT manager in the district was familiar with every server, every switch, and every help desk ticket. Meanwhile, an assistant principal had been dabbling in instructional technology and had developed a strong rapport with teachers. Both looked promising—but which path would serve the district best? This is the crossroads many schools find themselves at in 2025. And here’s the twist: the right answer isn’t about choosing one background over the other. It’s about finding a leader.
The Landscape: Why Funding is More Volatile Now Than Before Multiple Revenue Sources, But Growing InstabilityPublic K–12 education in the U.S. is funded via a three-legged stool: local, state, and federal sources. Local funds often come from property taxes, which inherently favor wealthier districts and can shift with local housing markets and tax bases.
Rising Costs and Expanding NeedsIn 2025 alone, an estimated $6.2 billion in federally authorized K–12 funding was delayed from distribution, directly affecting programs many districts had already committed to.
Policy Uncertainty and Political Pressures
Why This Matters Deeply for Your Work, for Students, and for Equity
But funding instability doesn’t mean defeat. It means we must become more strategic, more collaborative, and more proactive. Some districts are innovating by forming education service cooperatives, foundation arms, and “friends of the schools” nonprofit support arms. Others anchor their funding appeals in equity narratives, helping stakeholders see that every cut is a cut to a child’s opportunity. Focus on data & impact tracking
Models, Cases, and Reference Points Worth Studying
Opportunity in CrisisYes, the funding environment is brutal. But crisis also creates possibilities. When margins are tight, conversations become sharper. When community support is essential, people must see and believe in the mission. As tech-savvy educators and leaders, you are uniquely positioned to bridge vision with pragmatism.
Resources
We’re diving into the NIST Baldrige Performance Excellence Framework Category 6: Operations as part of our Unlocking Performance Excellence blog series—a roadmap for EdTech leaders who are serious about systems thinking and results-driven innovation. At the heart of this category is a question every savvy leader should be asking: How do we design, manage, and improve our key processes to consistently deliver value?
When school systems stumble, it’s rarely because the vision was unclear. More often, it’s the result of inconsistent, inefficient, or reactive operations. That’s why Category 6: Operations is one of the most important—and overlooked—components of organizational leadership. From cybersecurity to service delivery, operations are the behind-the-scenes engines that power every successful technology strategy. Let’s unpack how the NIST Baldrige Performance Excellence Framework can help EdTech leaders operationalize vision, build resilient systems, and create sustainable impact. This blog is for Savvy EdTech leaders who want to tighten their operations, improve how work gets done, and ensure their teams deliver consistent, high-value services to students and staff. I recently assisted a company in revising a job description to incorporate more inclusive language. Job descriptions are a key component in attracting top technology staff. Still, unfortunately, organizations overlook opportunities to improve the job description and immediately focus on filling the position once it becomes available. As a former Chief Technology and Information Officer of a large school district, I wholeheartedly know the temptation to just go to the electronic file folder and pull out the old job description, update the deadlines and dates, and hastily post it so that you can begin reviewing the resumes that you anticipate receiving.
I encourage you to pause at this crucial first step in the hiring process. There’s no rule that the role must be refilled exactly as it was, with the same skills and dispositions as the person who left. Each vacancy is an opportunity for continuous improvement and even reinvention for your team. Why not take advantage of it?
Designing for intelligenceIt’s not about the volume of data—designing for intelligence is about how well our systems convert data into actionable insight and applied knowledge. This isn’t a spreadsheet skill; it’s a leadership capability. In the NIST Baldrige Performance Excellence Framework, Category 4 (Measurement, Analysis, and Knowledge Management) centers on two questions:
Make it simple. Don't overthink it. The important thing is get started! Here are a few ideas to kick things off.
Strong data governance starts with clear roles and responsibilities. Establish a Data Governance Committee with representatives from administration, teaching, and IT. Consult legal counsel when needed. We listed the Superintendent or the Superintendent's designee as the chair of the committee and the person who initially defines responsibilities for all data users.
"Vision without a funding plan is just a wish. In K-12, dreams become reality only when we match innovation with sustainable resources." – Sheryl Abshire In today’s K-12 landscape, funding for educational technology is caught in a perfect storm. Federal relief dollars are expiring, E-rate faces legal and policy uncertainty, and state and local budgets are tightening. Meanwhile, districts are expected to expand broadband access, modernize cybersecurity defenses, and use AI responsibly, all while addressing the diverse needs of every learner.
These challenges are not hypothetical; they are real and pressing. Many districts are being forced to make tough decisions, such as delaying hardware refresh cycles, scaling back on instructional technology support, or putting digital equity projects on hold. Without careful planning, these cuts could reverse years of progress. This funding squeeze requires more than just belt-tightening; it demands strategic foresight and proactive leadership. Savvy edtech leaders must: Back in 2021, while the world was still navigating the pandemic, I decided to challenge myself to learn something new. Growing up, I was a classical ballet dancer from ages 7 to 12. As an only child, my mother enrolled me in various activities to keep me active and engaged, and I especially loved dance. It was where I felt most alive. But when we moved to a rural area, continuing those lessons meant long drives to the nearest city, and eventually, I had to let it go. Fast forward to the pandemic. Like so many things, dance instruction evolved, and suddenly, virtual classes became possible. I found myself signing up for online jazz and hip hop lessons at the same studio where my daughter and granddaughter danced. The moment I hit “register,” I reopened a chapter I’d closed decades ago.
Let me be clear, going back to dance class wasn’t easy. What once felt natural was now frustrating. Remembering choreography in my head and training my muscles to follow took real effort. I felt like a beginner all over again.
The Strategic Link Between Leadership and Workforce optimizationFirst, what is workforce optimization in our EdTech community conversation? Workforce is the people who do the work — our team, our staff, our employees, the people that we lead — that keeps things running. Optimization is a strategic approach that we use to maximize the performance, efficiency, well-being, and satisfaction of the people that we lead. Workforce optimization is the intentional alignment of people, processes, and technology to drive excellence. It’s about placing the right individuals—with the right skills—in the right roles, doing the right work at the right time. Excellence happens when our workforce is united with strong leadership, guided by a shared purpose, and empowered by clear performance goals that help everyone succeed. Workforce optimization doesn't happen in isolation. It is a direct reflection of leadership and strategy—the first two categories in the NIST Baldrige Performance Excellence Framework. Leaders define vision, set priorities, and model the culture they expect to see. Strategy provides the direction that aligns people, performance, and resources.
Here’s how the connection plays out: Blueprint for a Breakthrough Team: Leadership Lessons in Design, Direction, and Difficult Decisions7/15/2025 In my decades of leading ed tech teams through innovation cycles, budget storms, and seismic shifts in K-12 policy, one truth remains: great teams don’t happen by accident. They’re crafted with vision, guarded by trust, and sustained by a leader’s relentless commitment to clarity and accountability.
A high-performing team is more than a group of capable people. It’s a dynamic system of relationships, priorities, and practices that, when designed intentionally, can drive extraordinary outcomes. But here’s the hard part: building this kind of team starts with you. As a leader, you are the architect. And the blueprint must include more than tasks and timelines. It requires shared purpose, meaningful recognition, and an environment where people feel safe enough to speak the truth and challenged enough to grow. Leadership legacies aren’t etched in awards or accolades; they're reflected in what endures when you step away. The real benchmark of your leadership isn't how long you stayed or how much you accomplished; it's how well your successor thrives when you're gone. Every leadership transition sends ripples through an organization. For school districts, edtech departments, or any mission-driven team, poor succession planning leads to disarray, delay, and sometimes decline. But with intention and strategy, that same transition can catalyze renewal, trust, and progress.
Here are some additional strategies that can help you take your presence to the next level:
Preplanning: Create a Shared VisionHopefully, if some of the summer upgrades will change the way students and staff operate or WHAT they operate, you started by involving teachers, administrators, support staff, students, and community representatives in the planning process. You collaboratively built a vision that reflects your district’s goals and educational values. This inclusivity ensured that everyone feels a sense of ownership over the changes, which naturally leads to greater engagement and accountability. With your team, I am sure you developed a roadmap that outlined the implementation steps, expected outcomes, and evaluation measures. You used “we” language to emphasize collective effort and shared success with your team and with the stakeholders. When they see their input reflected in the plan, their commitment increases.
Respect Isn't Granted - It's Grown. Respect is not inherited with a title; it's nurtured through intention, humility, and human connection. – Dr. Sheryl R. Abshire In today's education and technology leadership, there's a persistent myth that respect naturally comes with the role. It doesn't. The true weight of leadership begins when you realize respect must be earned every day, not assumed. Leaders are not respected simply because they've logged years of service, hold multiple degrees, or have sharp strategic minds. Those traits matter, but they're not the tipping point. How they engage with people elevates a leader from competent to respected. Especially when there's disagreement or discomfort. Real respect stems from a leader's empathy, transparency, fairness, and consistency.
So, how do you become the kind of leader that others respect deeply? In a world of EdTech Leadership, a person’s innovation and strategy often get the attention and accolades of our peers. Underneath every impactful leader is something more hidden, but needs just as much or more attention, and that is Executive Presence. That hidden factor allows the leader to build trust, command attention, inspire, and call others to action – even if the leader says very little. Executive presence isn’t just for the person at the organization's top; it’s for anyone who wants to lead with purpose and influence others without overpowering. Some people think that executive presence comes naturally and can’t be learned. I disagree and tell you that it can most definitely be learned. We all need to have the growth mindset that, with intention, we can reflect upon and grow our executive functioning skills. In this blog, I list some of the overlooked soft skills you can use to create impact and stand out. I cannot say I am an expert in these, but I know good presence when I see it. In my next few blog posts, I will expand upon strategies to build your executive presence. What is Executive Presence?Ready Set, Go!4/30/2025 Maybe you’ve held a leadership role in your current district, or perhaps you’ve been serving in a similar position elsewhere. Are you hesitating, thinking, “What if the current CTO had an education background, and I’m from the tech side?” or vice versa? “Do I have the skill set they are looking for? Am I ready? You alone can answer those questions, but please consider this. The shoes will be filled—why not by you? In our work with the CoSN K-12 Academy and when speaking at conferences, we often get questions from aspiring CTOs about ways to prepare for the interview. Here are a few tips that many have found helpful.
Associations like the International Society for Technology Educators (ISTE - www.iste.org) and the Consortium for School Networking (CoSN – www.cosn.org) are valuable platforms where EdTech leaders can build lasting relationships, gain insights, and advocate for shared interests. These organizations provide structured networking opportunities, educational resources, job postings, and continuing education courses.
Professional associations offer more than just information; their strength lies in connecting members and fostering meaningful professional relationships. Professional associations connect you with decision-makers and influencers within your industry, offering opportunities to collaborate, learn, and grow professionally.
This is blog post #4, as part of the “Unlock Performance Excellence,” a 10-part blog series designed to guide leaders through each category of the NIST Performance Excellence Framework. LEADING WITH INTENTIONSavvy EdTech Leaders design future-focused strategies with intention. We lead with purpose, deliver with excellence, and drive meaningful transformation.
Anyone can keep the wheels turning. But Savvy EdTech Leaders don’t just maintain the road—they build new ones. We are not satisfied with “what is”; we ask what’s next. We challenge assumptions, reimagine possibilities, and lead with foresight to create a better future. CoSN 2025 Reflections4/14/2025
This year, CoSN was filled with many emotions for me. My two-year Chairpersonship came to an end at this CoSN Conference. While I have one more year left on the board, where I now serve as Past Chair, this conference was bittersweet.
I remember coming to my first CoSN conference in 2015 and feeling that this was the conference for me and these were my people. As a new Chief Technology and Information Officer at Green Bay Public Schools, I had many issues to solve. I got to know CoSN and Keith Krueger through my service on the digital equity and data privacy committees. CoSN was the perfect organization for me to plug into resources and people who were in the know and got stuff done. As I became more active in committees and the organization, I eventually earned the volunteer of the year award for my service to CoSN. Trust your gut4/10/2025 Spring in the world of K–12 education technology is a season of transition—budgets, staffing, systems planning, project wrap-ups, and the ever-present question: What’s next? For technology leaders, this season brings not only a long to-do list but also subtle pressure to make the right decisions, often with limited time and evolving information. Even in chaos, some leaders seem to move with confidence and clarity. They weigh the facts and take input from their teams, and then they just know what to do. Many of those “quick” and effective decisions are guided by something that doesn’t appear in a strategy document. They’re listening to their gut instinct. Gut Instinct Doesn't Just HappenLet’s be clear: gut instinct isn’t some superpower only the lucky possess, nor is it blind guesswork. It’s the product of experience, observation, and pattern identification that lives just beneath our conscious awareness. It’s your internal decision-making assistant who’s been quietly keeping score while you’ve been solving problems, responding to crises, leading teams, and navigating complexity.
In fact, neuroscience supports the idea of the gut being a “second brain.” Our instincts are shaped by how we’ve processed past situations and outcomes. When something feels “off,” or a new idea pop into your head that feels right, your brain connects the dots at lightning speed, using a network of past experiences and data.
"Future-proofing isn't just preparing to weather storms —it's learning to harness uncertainty as a catalyst for innovation, resilience, and lasting growth." – Sheryl Abshire The recent global disruptions underscored a crucial truth: adaptability is no longer optional. Leaders must foster environments where change is welcomed, innovation is encouraged, and continuous learning is normalized. This means redefining traditional success metrics and understanding that only a few roles drive the most organizational impact. Invest strategically in these roles and ensure your teams consistently build skills critical to future success. Consider leveraging technology and people analytics to identify essential competencies for tomorrow's workforce. Prioritize internal growth—it's often more cost-effective and impactful to reskill existing talent rather than constantly hiring new staff. And remember, tomorrow's top employees crave more than good pay; they seek alignment with meaningful missions, inclusive cultures, and purposeful roles. Leaders who embrace these strategies—prioritizing resilience, inclusion, continuous learning, and innovative thinking—will survive the future and shape it. How is your organization intentionally cultivating adaptability and innovation among your leaders and teams today? |