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Sandy Johnson is the principal of Rowland Elementary School.

When we started the work with the Ball Foundation, I sensed that it would be a different way of working. I would often hear from individuals who were involved early on in the partnership that there were always questions asked and no answers given. For me, it was a good thing because I think public education isn’t known for its regenerative nature. We’re working hard on the job, but there is not time within the system to ponder and think in new ways.

The experience with Ball has been one of affirmation, frustration, discomfort and hope. I knew there was a purpose to the process, and we had to shift our focus from the negatives and barriers of our work to why we do what we do. We had to decide if what we do truly accomplishes our goals. It was a chance to look at things differently, an opportunity to hear many voices, both positive and negative, to see the old patterns and realize that this was a chance to interact with each other in new ways. Through this process, we’ve clarified our mission and goals. My hope is that it will help us stay focused on the work that really matters, and that the system will make time to grow the interpersonal skills of the group so we can fulfill our goals despite the challenging times.

The major eye opener for me was realizing that you have to look at the organization as a system, and how we must work to understand and honor everyone for who they are and where they are. Through all the partnership events, I was able to see, hear and feel the frustration, the complaining, the fear of change, but also the hope and joy regarding teaching that people still had within. I was glad to see that feelings of hope came up in almost every situation. It was a little shaky at times, but people really did want to talk to each other, have their say, and be acknowledged as members of the group.

I’ve tried to differentiate how I work with my own staff. I have had to work hard to understand and honor people’s perspectives. I’ve tried to coach more and direct less—not an easy task. But a major goal of a coach is interacting, so the process is not the coach giving or even knowing all the answers, but building relationships so people feel safe to think for themselves.

Overall, this process has given me hope that we can create a self-sustaining district system. I think that others as well as myself have been striving to create parts of a system on a smaller and less sophisticated scale at our schools. My hope is the creation of a system that can sustain the process and give people the skills needed to enable the organization to naturally grow and regenerate.

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