FN 1: Teachers are Already Doing Their Best

At first glance, that statement may seem naïve. After all, anyone who has worked in schools can point to examples of ineffective instruction, resistance to change, or colleagues who seem unwilling to grow.

But over thirty years in education—as a teacher, counselor, instructional coach, and district leader—I have rarely met someone who came to work intending to do a poor job.

The best educators are constantly reflecting. They are always looking for ways to improve because they genuinely want better outcomes for students.

Others, especially those who are struggling, often see the barriers differently. They may attribute challenges to students, families, district decisions, or circumstances beyond their control. Whether those conclusions are accurate or not, they are still trying to make sense of their reality. From their perspective, they are doing what makes the most sense.

That realization changed how I think about leadership.

When we introduce a new curriculum, assessment system, coaching model, or initiative, we often act as though people are waiting for someone to tell them the better way. But that’s rarely how change feels. If I already believe I’m doing the best I can, then every new initiative raises an unspoken question:

What was wrong with what I was doing before?

That isn’t defensiveness. It’s human.

Once I began seeing educators this way, I stopped asking:

“Why are people resisting this?”

Instead, I started asking:

“What beliefs make their current practice completely rational?”

That question has changed almost every implementation conversation I’ve had. Because if people are already doing what they believe is best, then leadership isn’t about convincing them they were wrong. It’s about helping them see new possibilities. Before behavior changes, beliefs usually have to shift.

Looking back, I wonder how many implementation plans would look different if they began with one simple assumption:

The people we’re asking to change are already trying to do good work.

What if our first responsibility as leaders wasn’t to overcome resistance, but to understand it?

That question continues to shape how I think about leadership.

Question for leaders: What beliefs might be driving the behaviors you’re trying to change?