Head of School
Stratford Academy
Macon, Georgia
Photos by Patrick Heagney
This is an excerpt from the NAIS Member Voices podcast.
Tell us about your role. How did you get here?
When I accepted the head of middle school position at Stratford Academy, I made it known to many constituents in the school that I viewed it as a stepping stone to another school in another town. We eventually wanted to get closer to family in Nashville. It took about six weeks to realize that I had found an extraordinary place. It became apparent that we weren’t going to leave anytime soon, and I let everyone know. When the head of school resigned last year, the board promoted me to this position.
You’re 29 years old. To what do you attribute your quick rise to headship?
I am a relational leader. I look to cultivate relationships with everybody I meet, from the kindergartener to the graduating senior, as well as their families and the teachers and staff. I bring in coffee for people on their birthdays. I make sure to go into every classroom each morning. To somebody who aspires to be in this position this young, it requires 200% effort. You’re not just showing up for five minutes to make sure people see you. You show up for the full game.When I officially introduced myself to the school community as the head of school, I included my cellphone number in the email. I had board members and teachers say, “You are crazy.” However, when a parent shoots a text with a question, it doesn’t bother me. I’m approachable, I put forth the effort, and I go out of my way to make sure that every person feels known, valued, and heard—that’s the positive feedback I’ve heard.
What drew you to education?
Both of my grandparents were educators and administrators in Nashville, and I spent a significant amount of time with them. They taught me the value a quality education can have on someone and how everybody becomes something because a teacher planted a seed. I wanted to be involved in that, to be someone’s spark to go into education, history, or science.Two years into my first job, I remember walking out of a faculty meeting, saying something to a co-teacher like, “This isn’t going to go well. You know we’re not considering the child. We’re not putting the child at the center.” I remember her saying, “Well if you don’t like it, you should be an administrator.” That struck me, so I started getting involved in admission, technology implementation, marketing, and student discipline. I tried to get my feet wet in all areas, and that’s what launched me into my first role as an associate head of a middle school in Florida. It was surprising how quickly all of those steps came about. I envisioned myself as a principal or a head; but had you asked me right out of college, I would have said it was decades away, not six or seven years.
What’s the best advice you’ve received?
Earn trust first and then get your vision together. That’s hard for me because I’m an internal hire, and for the most part, people know me. I always go back to what Jim Collins writes in Good to Great: Why Some Companies Make the Leap...and Others Don’t. He says first who then what. I’m focusing on who is on my team, making sure they trust me, and then together we will strategize where we are going as a school. I know that where I want to go will only be successful if I have people who want to go there with me.
How do you approach work-life balance?
I wake up at 4 a.m. I get in a run, listen to podcasts, do a little bit of reading, and get to school by about 6 a.m. and work until about 8 or 8:30 a.m. I go out and do car line and spend the day at school. Our office closes at 4:30 p.m., and that’s when I leave unless there’s an emergency that requires me to stay. The work is never done, but I don’t respond to an email or phone call until both of my daughters are in bed. Sometimes I’ll bring both of the girls to a volleyball game or a tennis match, and that’s my way of spending time with them while also being present at these events.How have you approached working with your board?
We have a very open, community-driven board that has a great interest in the school. We met throughout the summer, outlining our vision for the school. I’ve been reaching out to them as parents, community members, and alums. I want to get the full picture of the school, so once every two or three weeks, I go to lunch with a different board member to ensure relationships stay strong. I also have weekly check-ins with my current board chair and incoming board chair.What makes you most uncomfortable in your role?
I come from a teaching and curriculum development background, so those are the gifts I bring to the table. I go to our CFO when it comes to finance, to make sure we are approaching things in the same way. The final authority is with me, but I would be foolish not to seek her counsel and advice when it comes to financial decisions, especially because she’s been affiliated with the school for so long and has a lot of community support.What’s on the horizon for you, personally or professionally?
I plan to make sure Stratford continues to be the excellent school I’ve inherited—embracing the traditions while also embracing the time for some transformations. If I can establish myself as someone who can institute supported change within a community, I think that will help me write my ticket in the future. I’ve always wanted to get my Ph.D., so I started taking classes at Harvard Business School in School Management and Leadership this past fall.What items have you taken from desk to desk throughout the years?
During my first year of teaching, a parent gave me a sign as a gift. It reads: “Be thankful, live simply, be kind, believe in yourself, never give up, always use ‘please’ and ‘thank you,’ always look for ways to help others, cherish your family, do your best, laugh often, and love lots.” That has always framed my thinking. I’m a big believer in positive energy, and when you think about what matters in this life, these words capture it.Is there something about you that few people know?
I care deeply about what other people think. Although I am a consensus builder, I’m also someone who can be forceful, which can come off as cold. I have a lot of compassion for people, so I wrestle with decisions that make others unhappy. That can keep me up at night.What would you do with one more hour in your day?
I’d spend it with my wife. We’re lucky if we get 20 minutes watching TV together before falling asleep, so I’d love to have an extra hour of energy that would allow me to sit and have a long conversation with her.If you or someone you know would like to be part of Member Voices, drop us a line at [email protected].
Listen to the full interview with Logan Bowlds on the NAIS Member Voices podcast. Download it now at iTunes, SoundCloud, TuneIn, Stitcher, or Google Play. Rate, review, and subscribe to hear a new episode each month.