"It’s lonely at the top. That’s why a leader needs to keep good company."
– John C. Maxwell
In K-12 education, leadership can be isolating—but for those at the helm of technology, that isolation is even more profound. As the Chief Technology Officer (CTO), Chief Information Officer (CIO), or Technology Director in a school district, you operate in a space where few truly understand your daily challenges. You are the translator between the world of technology and the world of education, expected to be fluent in both while navigating budget constraints, cybersecurity threats, and ever-evolving instructional demands.
While superintendents have their leadership networks and curriculum leaders can collaborate with their peers, the technology leader often stands alone in the rarified air of edtech decision-making. Your team may support your vision, but ultimately, the weight of responsibility falls squarely on your shoulders.
As Aristotle observed, “Whosoever is delighted in solitude is either a wild beast or a god.” While we may not claim divinity or ferocity, the reality is that leading technology in K-12 is a role that few fully understand. Your superintendent likely doesn’t grasp the intricacies of your cybersecurity strategy, your principals don’t realize the complexities of maintaining equitable digital access, and your teachers may only see you when something goes wrong. The expectation is simple: make everything work, keep it secure, and don’t let it fail.
But here’s the truth: Loneliness at the top doesn’t have to mean isolation.
"A successful K-12 CTO isn’t just a tech expert—they’re a bridge builder. The best leaders find ways to connect, even when the job feels solitary." – Dr. Sheryl Abshire
But here’s the truth: Loneliness at the top doesn’t have to mean isolation.
"A successful K-12 CTO isn’t just a tech expert—they’re a bridge builder. The best leaders find ways to connect, even when the job feels solitary." – Dr. Sheryl Abshire
A Lonely Beginning
I know this feeling all too well. When I transitioned from being an elementary school principal to becoming the first-ever Chief Technology Officer in my district, I quickly realized that I had no direct colleagues to lean on. No one in the district had ever had to work with a CTO before, and I had no peers who truly understood the scope and complexity of my new role. While I was fluent in instruction and school leadership, the world of IT infrastructure, cybersecurity, and district-wide technology planning was a steep learning curve. The work was exciting, but it was also lonely.
That changed the day I joined CoSN. Suddenly, I was surrounded by people who spoke my language—leaders who had faced the same struggles, wrestled with the same challenges, and, most importantly, were willing to share their wisdom. As I became more engaged, eventually serving as a CoSN board member, I found my tribe. These weren’t just colleagues; they became friends, mentors, and thought partners who propelled me forward. They helped me understand that I wasn’t alone—I was part of a larger movement to ensure that technology serves as a catalyst for learning.
From Solitude to Strength
As Aristotle observed, “Whosoever is delighted in solitude is either a wild beast or a god.” While we may not claim divinity or ferocity, the reality is that leading technology in K-12 is a role that few fully understand. Your superintendent likely doesn’t grasp the intricacies of your cybersecurity strategy, your principals don’t realize the complexities of maintaining equitable digital access, and your teachers may only see you when something goes wrong. The expectation is simple: make everything work, keep it secure, and don’t let it fail.
But here’s the truth: Loneliness at the top doesn’t have to mean isolation.
"A successful K-12 CTO isn’t just a tech expert—they’re a bridge builder. The best leaders find ways to connect, even when the job feels solitary." – Dr. Sheryl Abshire
The antidote to loneliness is connection. Seek out your tribe—whether through CoSN, ISTE, SETDA, or regional CTO forums. Find mentors and peer networks where you can share struggles and solutions. No one else in your district may fully understand your role, but across the nation, there are others just like you, facing the same challenges.
Equally important, make sure your voice is heard.
Too often, technology leaders are treated as fixers rather than strategic decision-makers.
When you embed yourself in the conversations that shape your district’s future, you not only strengthen your influence, but you also create allies who understand the weight of your work.
As Helen Keller wisely said, “Alone, we can do so little; together, we can do so much.”
The path of a K-12 technology leader may be lonely, but it doesn’t have to be isolating. Find your people. Share your journey. And remind yourself that while you may be the only one at the top in your district, you are never truly alone.
I know this feeling all too well. When I transitioned from being an elementary school principal to becoming the first-ever Chief Technology Officer in my district, I quickly realized that I had no direct colleagues to lean on. No one in the district had ever had to work with a CTO before, and I had no peers who truly understood the scope and complexity of my new role. While I was fluent in instruction and school leadership, the world of IT infrastructure, cybersecurity, and district-wide technology planning was a steep learning curve. The work was exciting, but it was also lonely.
That changed the day I joined CoSN. Suddenly, I was surrounded by people who spoke my language—leaders who had faced the same struggles, wrestled with the same challenges, and, most importantly, were willing to share their wisdom. As I became more engaged, eventually serving as a CoSN board member, I found my tribe. These weren’t just colleagues; they became friends, mentors, and thought partners who propelled me forward. They helped me understand that I wasn’t alone—I was part of a larger movement to ensure that technology serves as a catalyst for learning.
From Solitude to Strength
As Aristotle observed, “Whosoever is delighted in solitude is either a wild beast or a god.” While we may not claim divinity or ferocity, the reality is that leading technology in K-12 is a role that few fully understand. Your superintendent likely doesn’t grasp the intricacies of your cybersecurity strategy, your principals don’t realize the complexities of maintaining equitable digital access, and your teachers may only see you when something goes wrong. The expectation is simple: make everything work, keep it secure, and don’t let it fail.
But here’s the truth: Loneliness at the top doesn’t have to mean isolation.
"A successful K-12 CTO isn’t just a tech expert—they’re a bridge builder. The best leaders find ways to connect, even when the job feels solitary." – Dr. Sheryl Abshire
The antidote to loneliness is connection. Seek out your tribe—whether through CoSN, ISTE, SETDA, or regional CTO forums. Find mentors and peer networks where you can share struggles and solutions. No one else in your district may fully understand your role, but across the nation, there are others just like you, facing the same challenges.
Equally important, make sure your voice is heard.
Too often, technology leaders are treated as fixers rather than strategic decision-makers.
- Advocate for your seat at the leadership table.
- Help your district’s leadership team see that technology isn’t just a department—it’s the foundation for teaching, learning, and operational success.
When you embed yourself in the conversations that shape your district’s future, you not only strengthen your influence, but you also create allies who understand the weight of your work.
As Helen Keller wisely said, “Alone, we can do so little; together, we can do so much.”
The path of a K-12 technology leader may be lonely, but it doesn’t have to be isolating. Find your people. Share your journey. And remind yourself that while you may be the only one at the top in your district, you are never truly alone.