1. Develop a plan that connects the work to the overall vision.

School improvement is challenging work. It can be easy for those on the ground
responsible for implementing change to get discouraged and lose sight of the ultimate goal.
It is critical to connect these efforts to the state or districts larger educational-improvement
vision. Stakeholders need to understand that their hard work will have a long-term impact
and is not temporary. As John Kotter outlines in his 8-Step Process for Leading Change,
education leaders must develop a vision and strategy and then communicate the change
vision.

2. To go fast, go alone, but to go far, go together.

Key stakeholders must be engaged early as partners. Successful school improvement

efforts seek out leaders from all constituencies, get their input, keep them informed, and let
them lead. This also ensures that changes remain institutionalized and are never about a
single person. Powerful coalitions are built when leadership is shared and supported; it
also makes it harder to give up when the going gets tough.

3. Consider engaging external partners.

Partnering with professionals who have experience implementing large-scale educational-

improvement initiatives can be highly valuable. A trusted, knowledgeable third party can
provide strategic counsel and tactical support to help districts and states develop a change
management and communications plan aligned with their unique improvement goals.

4. Communicate. Communicate. Communicate.

Theres an old adage, People are down on what theyre not up on. In the absence of
information, people tend to be negative. Communication frequently becomes an
afterthought when it should be at the core of any school improvement strategy. If youve
connected stakeholders to the larger vision through meetings, communications, and input,
they will believe its worth it. Remember to involve all stakeholderseducators at all levels,
students, parents, business and community leaders, media, unions, partners, and others.
Ask, What do we need people to know, feel, and do? Personalize messaging to each
group to ensure relevance and understanding. Make your communications about issues
and successes very concrete. Abstract messages get lost in the shuffle. And, carefully
consider the timing and sequencing of your communications.

5. Training and support matter.

A new program, no matter how promising or well-intentioned, is bound to fail eventually if

those on the ground in schools dont have the right training and support to implement it.
Educators need clear, comprehensive, and easily-accessible professional learning
resources as well as opportunities to ask questions, voice concerns, and collaborate with
their colleagues to share ideas and find solutions. Any plan for implementing ESSA must
include training and support for teachers, leaders, and other staff to ensure the change is
successful and sustainable.

6. Celebrate and share success.

When states and districts create opportunities to recognize excellence, people develop an
appetite for it. Consider how you can communicate the sense of urgency necessary for
change, while recognizing and building upon the genuine successes of the past. Its
important to celebrate progress made, while sharing efforts to continually raise
expectations to ensure student success.