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Here’s an important message for assistant principals, deans, and anyone who carries the responsibility of discipline in a school.
The research is clear. When school leaders spend the majority of their time on instructional leadership and coaching, student outcomes improve. Instructional leadership has a significantly greater impact on learning than reactive, managerial work alone. Discipline matters, but it does not move achievement the way strong instruction does.
This is why the goal should be for roughly 70 percent of our day to be spent in classrooms. Observing instruction. Coaching teachers. Giving meaningful feedback. Supporting high-quality teaching and learning. Being visible instructional leaders where learning actually happens.
This does not minimize discipline. When discipline occurs, it must be handled at a high level. Procedures matter. Documentation matters. Consistency matters. We must cross our T’s and dot our I’s to support students, protect systems, and maintain a strong school culture.
But when our role becomes mostly reactive, we miss the opportunity to be preventative. Strong instruction, engaging classrooms, and clear expectations reduce discipline issues before they ever reach the office. The more time we invest in instruction, the fewer fires we have to put out later.
As Baruti Kafele reminds us in The Assistant Principal 50:
“Instructional leadership is not an add-on to the role. It is the role.”
If students only see us when something goes wrong, we are missing our greatest leverage point. Our impact grows when we are in classrooms, building capacity, strengthening instruction, and supporting teachers.
This work is not about doing less discipline.
It is about doing more of what research, experience, and great leadership tell us matters most.
#InstructionalLeadership
#AssistantPrincipalLife
#DeanOfStudents
#InTheClassrooms
#LeadLearning
#ProactiveNotReactive
#SchoolLeadership
#ImpactOverActivity @PrincipalKafele
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