Leadership Under Pressure: The First Quarter Is Here
A Thought Bubble Series on Leadership in 2025
One of my fondest educational memories didn’t happen in a classroom—it happened on the basketball court.
I played varsity basketball at Aquinas High School in the Bronx, and while I remember the thrill of the game and the exhaustion after practice, what’s stayed with me the longest are the life lessons:
How to lead under pressure
How to trust your team
How to reset after a turnover
And how to keep going, even when the scoreboard isn’t in your favor
Basketball and Coach Santos-Winters taught me how to read the moment, respond with clarity, and adjust in real time. To know when to pass, when to take the shot, and when to call for the full-court press.
That experience comes back to me now as I reflect on what it means to lead in education in 2025. Because let’s be clear—we are in the first quarter of a new game, and it’s unlike any we’ve seen before.
Executive orders are threatening equity work. Budgets are shrinking. Teachers and leaders are exhausted, and students are caught in the middle of adult decisions and societal tensions.
And in this moment—this first quarter—leadership matters more than ever.
So how do we lead in the tension? We make four critical moves.
1. Acknowledge the Human Experience
Too often, we rush to strategy and bypass emotion. But when systems are under strain, it’s the people who absorb the pressure. Your staff, students, and community are navigating a lot: fear, uncertainty, disillusionment, and in some cases, direct attacks on their identity.
Ignoring those emotions doesn’t make them disappear. It just leaves people to carry them alone.
Examples in the field:
The work of Dr. Elena Aguilar (Transformational Coaching) highlights the need for psychological safety in leadership and coaching conversations. Leaders who create space to name emotions build trust that leads to deeper engagement and resilience.
A large urban district in Texas began integrating emotional “check-in” rounds at the start of every principal meeting. They saw a 14% increase in staff-reported psychological safety in their annual climate survey after one year.
One school I support held community “listening circles” for educators and families to process the implications of recent policy shifts affecting LGBTQ+ and immigrant students. That space didn’t solve every issue, but it made people feel seen.
Thought Bubble: Take five minutes at the start of your next team meeting to name the moment. Let people feel what they feel—and know they aren’t alone.
2. Create a Coalition to Stay Well
Leadership is lonely—but it doesn’t have to be isolating. The most effective leaders right now are building small, intentional networks focused on well-being, not just strategy.
Because here’s the truth: you can’t sustain equity-centered leadership without sustaining yourself.
Research-backed examples:
The Wallace Foundation’s work on principal support has emphasized the connection between peer learning communities and reduced burnout. Leaders need safe spaces for vulnerability, not just accountability.
A regional superintendent cohort in California started monthly “Wellness Walks” after noticing turnover among site leaders. Walking meetings shifted the tone, reduced tension, and helped leaders reflect without the pressure of formality.
In a Midwestern district, three equity-centered leaders created a virtual support group called “The Table.” They meet monthly to share tools, troubleshoot challenges, and remind each other they’re not crazy or alone.
Thought Bubble: If you don’t have a space where you can speak freely and recharge—create one. Even if it’s just two people, consistency and shared values matter.
3. Think Long Game
When policies shift and priorities get reshuffled, it’s easy to become reactive. But strong leadership is rooted in enduring vision, not passing headlines.
Ask yourself: What do I want to be true three years from now? Five years? How do I keep my team focused on the work that lasts?
Examples in the field:
In “From Tinkering to Transformation,” Dr. Meredith Honig outlines how central office leaders can shift from compliance to capacity building. That shift requires long-term thinking and deep investment in people—not programs.
After Florida’s changes to DEI law, one district redesigned its leadership development framework to embed inclusive practices—without naming them explicitly. The strategy protected the integrity of the work while navigating external pressure.
A New Jersey school system replaced their equity office with an "Instructional Equity Team" embedded across departments. They moved beyond titles to focus on structures that sustain inclusive practices over time.
Thought Bubble: Be clear about your North Star. Strategy can evolve, but values should remain steady. Share them often—and show how they drive your decisions.
4. Take Small, Consistent Action
When everything feels urgent, we can freeze—or overcorrect. But the real power of leadership lies in consistent, values-aligned action.
Not everything has to be a district-wide initiative. What’s one small thing you can do today that makes your team more seen, your students more heard, and your vision more visible?
Examples in the field:
A middle school in Georgia started using a “student spotlight” protocol during weekly leadership meetings—sharing one story per week that reflects joy, resilience, or identity affirmation. It reminded the team of who they’re serving.
Research by Bryk et al. (2015) on continuous improvement in schools highlights the power of “small tests of change”—piloting manageable strategies to build momentum and scale success.
A principal in Illinois created an equity-focused “Walkthrough Wednesday” where leaders visit classrooms with a lens on student voice and engagement—not just compliance. It’s become a favorite ritual and a gentle accountability system.
Thought Bubble: Don’t wait for a mandate. Take the next right step that reflects your values. Small moves, over time, reshape culture.
Final Thought …
The first quarter is where you assess the landscape, read the rhythm, and set the tone. It’s not about having all the answers—it’s about showing up with clarity, conviction, and care.
So take a breath. Re-center. Recommit.
Assess the moment. Adjust the play. Anchor in your values.
Because the team is watching—and the game is far from over.
