Technology Sustainability Part II: 5 Strategies for Weathering Leadership Changes

As noted in part one of this technology sustainability discussion, there are no easy solutions to ensure adequate and reliable yearly funding for school districts’ tech budgets. But we offered some best practice strategies that have proven successful for many districts.

That said, one more recurring technology sustainability issue merits additional consideration: changes in leadership.

Whether it’s turnover in school boards, superintendents or school principals, new leaders with new agendas often make it difficult for organizations to maintain programmatic continuity and keep moving forward with a steady focus. And since the national average tenure for school superintendents is just over three years, many districts experience significant leadership upheavals on a regular basis. So how can districts address this challenge and build a change-proof and sustainable technology program? Here are some strategies that I’ve seen be successful.

1. Build technology’s value. Ensure that your organization’s technology funds are consistently spent in inclusive and strategic ways, and have the buy-in from key stakeholders. It will be doubly hard to gain the support of a new leader and to maintain sustainable technology funding if your organization’s technology department isn’t widely respected and viewed as a strong supporter of students, teachers and staff.
2. Do your homework. Find out what technology successes and disappointments your new leader had in previous positions. Do some sleuthing and talk to people in the leader’s previous organizations to find out about the technology initiatives the leader did or didn’t support, and why. And knowing about a worthy technology initiative that was poorly executed in the leader’s past district can be really helpful information, especially if you’re planning a similar undertaking.
3. Have others help make the case. Enlist key stakeholders, including community leaders, to lobby for sustained technology funding. And when a CIO is meeting with new board members or a superintendent to discuss technology budgets, it may help to bring along other leaders — like a school principal or another department head — to help make the case. This less direct relationship that advocates have with technology can provide additional objectivity and support to the sustainable technology funding cause.
4. Build new leaders’ understanding. To build their understanding and advocacy for technology, take your new district leaders on a tour of schools and departments. On these field trips, show how technology is being used effectively by students, teachers and staff. Don’t presume these things will be obvious to the new leaders, or that they’ll discover them on their own. Be a promoter of your organization’s technology successes.
5. Support new leaders’ work. Find out what the new leaders care most about, and provide them with tech-supported solutions that can help address their needs. A new leader trying to get familiar with the district’s schools and programs will appreciate some private tutoring on how to most effectively use your district’s data resources. Or a new leader who has to make important public presentations might also like help in assembling a compelling slide deck. Find ways to become a valued ally to your new district leaders.

In today’s digital world, most educational leaders understand that adequate and reliable technology funding is a must for the success of their schools and students. However, when the yearly funding demands outstrip the organization’s financial resources, as they so often do, tough choices must be made. Wise technology leaders will employ a variety of strategies to help ensure their districts and schools make good choices that benefit sustainable technology infrastructures and programs.