The Principal Reboot

About the Author

Jen Schwanke has been an educator for more than 20 years, teaching or leading at all levels. Schwanke is Deputy Superintendent for the Dublin City School District in Dublin, Ohio, and an instructor in educational administration at Miami University. She has served on several state-level committees and workgroups focused on best practices in school leadership. Her skill set includes data and assessment, school law, school climate, and curriculum implementation. Schwanke is an experienced public speaker, delivering presentations to audiences of many organizations during her career. An author of two books, she has also written for Choice Literacy, Education Week Teacher, Principal, and Principal Navigator.

Main Idea

The Principal Reboot by Jen Schwanke provides practical strategies and inspiration to help principals rejuvenate their leadership, rediscover their passion, and lead their schools more effectively. The book outlines eight key areas for revitalizing school leadership, focusing on rebranding the school, strengthening relationships, improving instructional leadership, and more.

Table of Contents

1. Rebrand
2. Reconnect
3. Reinvest
4. Revamp Instructional Leadership
5. Reenvision Teacher Leadership
6. Reframe Data
7. Revisit Operations
8. Relax, Rediscover, Revive

Rebrand

Creating and implementing a philosophy-driven, purposeful plan for a school is crucial for effective leadership. Principals should revisit and reinvest in their school's mission statements, ensuring that they remain relevant and central to the school's activities and culture. This involves extensive planning and a commitment to follow through, communicating the mission through various means such as logos, branding, and publicizing success stories.

“Creating and agreeing on a common vision doesn’t mean the work is done. Next comes the job of sprinkling your mission statement throughout everything you do.” - Jen Schwanke

rebranding efforts include:

• Creating a new logo that represents the school's mission.
• Enhancing branding to communicate positive stories from the school.
• Using music and videos featuring student voices and performances to bring the brand to life.
• Developing a Quality Profile to publish a comprehensive, graphic-based summary of the school's successes.

Reconnect

Reconnecting with the school and community is vital for a principal's success. This involves reexamining the school’s programs, calendar, and flagship events to ensure they are engaging and meaningful. Principals should seek new ways to connect with stakeholders and foster a comprehensive relationship between the school and the larger community.

“The community within the school walls and the community outside the school walls can’t exist without each other, so they can’t be addressed separately.” - Jen Schwanke

reconnecting efforts include:

• Reexamining long-standing events to ensure they remain engaging.
• Exploring new and refreshing ways to connect with students, staff, and families.
• Considering how the school’s roles, expectations, and impact can enhance the relationship with the larger community.

Reinvest

Principals need to reinvest in relationships with staff and students. This involves breaking routines and striving for more meaningful interactions. Principals should connect with staff both personally and professionally, understanding their individual needs and fostering a supportive environment.

“We check in with staff, often through bland and rote interactions, and sometimes we even avoid people with whom we have tense or awkward relationships.” - Jen Schwanke

reinvestment efforts include:

• Hosting office hours or coffee chats to connect personally with staff.
• Encouraging wellness by supporting teachers’ social, emotional, and health needs.
• Conducting classroom visits with no agenda or judgement to connect professionally.

Revamp Instructional Leadership

Being an effective instructional leader requires commitment and a willingness to embrace change. Principals should reassess traditional teaching practices, encourage innovation, and support teachers in evolving their instructional methods.

“Taking a risk might mean having the courage to let go of traditional practices that no longer have value beyond habit or nostalgia.” - Jen Schwanke

revamping efforts include: