1. Introduction by Dan Heischman
2. Reflection by Brandt Montgomery
3. Reflection by David Padilla
4. Reflection by Cheryl Adenekan
My first experience in an Episcopal school came over a quarter century ago. Still new to the independent school world, I quickly saw how the Episcopal tradition informed everything we did. Above all, it was clear that living into our Baptismal Covenant depended on valuing the dignity and worth of every member of our community.
I further noted something distinct about the organizational structure: a clear model of distributed leadership made things run smoothly. Central to affirming the inherent value of all was the understanding that everyone in the school had a role to play. This approach fostered collaboration and cohesion. While there were clear leaders, success ultimately depended on everyone performing at the highest level. I was part of a system that valued, trusted, and depended upon me, a fact that made an indelible impression.
Still, I did not fully appreciate this until I returned to an Episcopal school to begin my journey as Head…in the midst of a pandemic.
Appointed in the spring of 2019, a carefully crafted plan for the transition meant that, over the next year, there would be a smooth, structured passing of the torch including meeting current personnel, introducing me to key players in the community, and getting to know the Board of Trustees to lay the foundation for the work ahead. I would then fade into the background during the spring so that my predecessor could take his well-deserved bows.
Then, March of 2020 arrived…
The next two years allowed me to pressure test my own version of distributed leadership. Before I officially started as Head, we committed to opening on time, in person, with all students and faculty onsite.
The transition to headship was the most intense, uncertain, and invigorating professional experience I could imagine. While largely a stranger in a new school, I had to shape a high-functioning leadership team, define roles and responsibilities, and craft communications which both offered detailed plans and inspired confidence. Frankly, I had no choice but to trust that everyone would rise to the occasion, even in this crucible of the unknown. And the stakes felt especially high since everything I did would establish the baseline for my leadership.
By taking the team approach I had seen work so well, I quickly learned to trust and value the insight of all members. Open communication and a highly collaborative approach allowed us to present unified, cohesive plans and helped us to deliver on the promises we had made. More importantly, we managed quickly to solidify a sustainable model of leadership and to pull together the entire community—despite the challenges.
Looking back, I think the timing of my move had its advantages. The pandemic unburdened me from having to choose where to focus my time and energy. No one else had navigated the circumstances in which I found myself, so there was no “right” way to approach our circumstances. I was also unburdened by how things “used to be.” We were making the best decisions we could based on what we knew.
Today, when people learn when I took over as Head, they often tilt their heads and offer sympathies. While I appreciate the sentiment, I could not have chosen a better time to chart this professional course and to apply today those lessons I learned so long ago.
David Padilla is Head of School at Christ Church Episcopal School in Greenvillle, SC.