In today’s ever-evolving K-12 landscape, system leaders need to be competent in more than instructional leadership and day-to-day operations. Effective leaders require an understanding of human emotions and the ability to navigate complex interpersonal dynamics.

Being in the ‘people business’ it is critical for our leaders to have an Emotional Intelligence as much as it is critical for them to be outstanding educators.

Emotional Intelligence (EI): the ability to recognize, understand, and manage our own emotions, as well as the emotions of others.

In leadership, EI is a critical component that can significantly impact our collective performance, and most importantly employee and student satisfaction. EI will make-or-break your system. If our leaders are attuned to themselves and others, our system will run more smoothly and effectively. Problem solving becomes better as do the resulting solutions.

Let me explain …

At its core, Emotional Intelligence is about self-awareness. Leaders with high EI are acutely aware of their own emotional states and how these states affect their thoughts and behaviors. This self-awareness doesn’t make the EI aware person immune from errors, but it does provide them with the ability to be reflective and hopefully more effective. EI allows them to maintain control over their emotions, even in stressful situations, to make more rational decisions. By understanding their own emotional triggers, leaders can avoid reactive behaviors that might negatively impact their team. Having a high EI does not mean that one will never become upset when triggered, but it does mean that if you are a person with high EI you can recognize your triggers and minimize your emotional responses.

One of the key benefits of Emotional Intelligence is the ability to build and maintain strong relationships. Leaders with high EI are skilled at empathizing with their team, understanding their perspectives, and addressing their concerns. This empathy fosters a sense of trust and respect, which is essential for effective collaboration and teamwork. When employees feel understood and valued, they are more likely to be engaged and motivated. The high EI leader is also genuine in their empathy and understanding — they are believable and transparent.

Effective communication is a hallmark of great leadership, and emotional intelligence plays a crucial role in this area as well. Leaders with high EI are adept at both verbal and non-verbal communication. They can read body language, tone of voice, and other subtle cues to gauge how their messages are being received. This ability to ‘read the room’ enables them to adjust their communication style to better connect with their audience, whether it’s delivering feedback, resolving conflicts, or providing an inspirational address.

Leaders with high EI understand what drives their team members and can tailor their leadership approach to meet those needs. They recognize and celebrate individual and team achievements, provide constructive feedback, and create a positive and supportive work environment. This ability to connect with and inspire their team is what can drive a school district towards better student outcomes.

As Superintendent, I realize that we can only get better when our team believes that they are a part of something bigger — that they play an important role in our future and that their leadership is attuned to their needs.

A positive work environment is essential for employee well-being and organizational success. Effective leaders play a pivotal role in creating and maintaining such an environment. They are aware of the emotional climate in their workplace and take proactive steps to address any issues that may arise. By promoting a culture of openness, respect, and inclusivity, they can ensure that employees feel safe and supported. They demonstrate the behaviors and attitudes they expect from their team such as empathy, resilience, and integrity. By modeling these qualities, they set a standard for their team to follow and create a culture of emotional intelligence within the organization.

I am fortunate to be in a school district that is large enough for us to do some creative things, yet small enough for me to make personal connections with many of our staff. Celebrating personal milestones, pulling the entire school board office together for a staff meeting, or writing personalized notes are just a few of the ways to make connections to ensure that our team is acknowledged, included and respected.