How and why did you become a principal?

My building principal encouraged me to explore the possibilities that administration had to offer. He recognized my desire to serve students on a larger scale and urged me to step into leadership opportunities—first through our leadership team and later as a building-wide interventionist. I spent a year as Dean of Students before becoming the principal in the school where I had taught. My goal has always been to lead a school where people feel valued, supported, and capable of reaching their full potential. I strive to maintain strong connections with our community, honor the values of the families we serve, and empower both students and staff. Being a principal is a privilege I do not take for granted.

What's something that's had success in your school that you think other principals could borrow?

One guiding belief has shaped much of our school’s culture: I never ask my staff to do something they haven’t seen me do myself. Servant leadership is the only way I know how to lead. By listening to teachers, empowering them to innovate, and giving them space to share their expertise, we’ve created a culture where staff feel confident and trusted. Shared leadership helps us develop a vision that is genuinely owned by the staff and aligned with the unique needs of our students and our community. It strengthens both academic outcomes and school culture. I was fortunate to work under a principal who encouraged me to think outside the box and lean into both the science and the art of teaching. Now, it’s my turn to offer that same encouragement and support to my staff so they can continue pushing themselves and our school forward.

What are some strategies you use to keep your work and life balanced?

I’ve learned that balance isn’t something that comes naturally with experience; it requires intentional focus. Setting and protecting clear boundaries is essential. I even set a daily alarm on my phone to remind me when it’s time to leave the building. When I’m with my family and friends, I don’t check email. My team knows they can text me if there’s something that truly can’t wait until Monday. This allows me to be fully present with the people who deserve the best of me. I also surround myself with incredible educators. I trust my staff and understand their strengths so I never worry when I’m out of the building or when unexpected challenges arise. They don’t just keep the ship afloat—they keep us moving forward in the direction we’ve chosen.

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

One piece of advice that has stayed with me is this: remember that every person is someone’s baby. That perspective can reshape how you approach even the most challenging or frustrating situations. It’s also important to acknowledge that you are never the smartest person in the room. Every staff member, parent, and child has something valuable to contribute if we are open to hear it. Reflection is powerful. Own your mistakes, learn from them, and let each misstep make you a stronger leader. Most importantly, never lose sight of the joy in this work. Childhood is a gift, and we have the honor of helping shape it for hundreds of students. How lucky are we?

How many years have you been a principal?

12 Years

How and why did you become a principal?  

Serving as a principal has been both an honor and a calling—a commitment to supporting students, staff, and our community in the daily pursuit of educational excellence. Prompted by respected colleagues to transition into leadership in 2006, I have spent the last 20 years dedicated to this role. My "why" is simple: to lead a school where every individual feels they truly belong. While "belonging" can sometimes feel like a buzzword, ensuring our students feel welcome and valued is paramount. Building positive, lasting relationships is the foundation of everything we do and the core of my leadership.

What's something that's had success in your school that you think other principals could borrow?

If I’ve learned anything over the last two decades, it’s the importance of listening more and talking less. Transitioning from "the person in charge" to a servant leader—while fostering a collective vision—has fundamentally transformed our school culture for the better. We don’t always need to start from scratch; we just need to build systems that people actually understand and find beneficial. When we align our systems to our specific needs and commit to sustaining them, the results for our students speak for themselves. We achieve excellence by adjusting and supporting systems that align with our school's unique goals.

What are some strategies you use to keep your work and life balanced?

I’ve often felt that being a principal defines us even when we are off the clock. While we are held to a higher standard outside our buildings, yet we are still human. I’ve learned that it is essential to be intentional about 'unplugging'—stepping away from the emails and texts to ensure the demands of the role don't consume my personal life. To maintain that balance, I cherish time with my family and the stillness of the outdoors. Truly, hanging up my tie and stepping into a pair of waders by the riverside is exactly where I find my reset. My Dad gave me a rock on my desk that says Principal on one side, and Go Home on the other. Flipping it over helps with the mental reset at the close of the day.

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

Our leadership is deeply rooted in who we are and the unique perspectives we bring. Here are a few candid lessons I’ve gathered along the way. First, accept that not everyone will like you—and that’s okay. Second, tackle the hard tasks first; the easy ones will take care of themselves. We often rush into initiatives, but I’ve learned the value of slowing down to "do it right" through diligent planning and collaboration. If you meet people where they are and lead with clarity, you build the trust necessary for real change. Finally, remember that how you say things matters just as much as what you say. Be clear, check in often, and truly care for your people.

How many years have you been a principal?

20 years

How and why did you become a principal?  

I started my teaching career in Chicago and I remember hearing a speaker talk about the influence of the principal, particularly for communities experiencing poverty, and how critical they are to student achievement. That stuck in the back of my head, though it was a lot later that I pursued the licensure. I had an amazing principal who asked me to consider school leadership, and because I trusted her, I pursued it. I was lucky enough to become the assistant principal at the school I had been teaching at, and learn the ropes from colleagues who I knew well and had strong relationships with. Later I learned about a school that sounded like a wonderful place for me to learn, and applied for my current position. I continue to learn and grow in this community every day.

What's something that's had success in your school that you think other principals could borrow?

Our school is an IB school, and we implemented the "Choose, Act, Reflect" cycle as part of our building wide PD. Each time we met as a staff, we offered a strategy or idea that teachers could implement between then and the next meeting. During that time, we visited classrooms and gave feedback specifically around the highlighted strategy. When we met again as a group, teachers could reflect together on what worked well and learn from each other. It was a great way to hold ourselves accountable for being in classrooms and providing informal feedback, and for teachers to try new strategies and reflect.

What are some strategies you use to keep your work and life balanced?

I try to do as much of my work at work as possible. I arrive early when it's quiet to catch up on emails, get ready for the day and then feel prepared once the staff and students begin to arrive. I make sure to maintain relationships with my friends, planning regular get-togethers and outings, and spend time with my family as often as possible. It is hard to stay balanced, but it is something that we can keep working at!

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

One piece of advice that I needed was to slow down. I consider myself a "do-er" and sometimes can get ahead of myself when I don't stop and think. It has been critical to sometimes take a breath and get more information before choosing to act immediately. One piece of advice I would give to new principals is to find other principals to work with, share with, and reach out to when situations are challenging. I am lucky to work in a large district with many principal colleagues who I can go to when I need support or a listening ear.

How many years have you been a principal?

4 years

How and why did you become a principal?  

I became a principal because I wanted to make a positive impact beyond my own classroom. As a teacher, I loved seeing my students grow and working alongside amazing colleagues. Over time, I felt a pull to do more—to help support and inspire others on a larger scale. With encouragement from fellow teachers and principals, I took the leap into leadership. Becoming a principal has allowed me to serve our school community in a greater capacity- helping students, staff, and families feel connected, supported, and empowered.

What's something that's had success in your school that you think other principals could borrow?

One thing that has brought success to our school is our commitment to authenticity and collaboration. We believe the best decisions come from shared voices and data-informed conversations. When we bring the right people to the table—teachers, support staff, families, and even students—we create solutions that truly fit our community. We use data as a tool to guide our discussions, not to define them. Together, we look at what the numbers tell us, share our experiences, and co-create plans that move learning forward. When people help shape the plan, they feel ownership in the outcome. That sense of co-creation builds trust, accountability, and momentum. At the heart of it all is authenticity. This approach strengthens relationships and keeps our work student-centered. Collaboration, data, and authenticity together have helped our school grow in ways that feel both purposeful and personal.

What are some strategies you use to keep your work and life balanced?

To keep balance between work and life, I focus on surrounding myself with greatness. I lean on a strong team of colleagues, family, and friends who inspire and support me. No one leads alone, and having people who bring positivity, honesty, and perspective helps me stay grounded and focused. I also believe in building layers of support. At school, that means trusting the strengths of my team and creating systems that allow everyone to share the load. At home, it means giving myself permission to step back, recharge, and be present with my family. Finally, I “plan the plan and work the plan.” I stay organized and intentional with my time, setting priorities that align with what matters most—people and purpose. When the plan is clear and flexible, balance follows more naturally.

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

A piece of advice that has guided me comes from a quote on my desk: “If you want to change, you have to be willing to be uncomfortable.” This applies to all of us as educators and leaders, just as it does to our students. Every day, we ask students to take risks, make mistakes, and grow from them. As adults, we need to model that same courage. Education is always evolving. New challenges, ideas, and opportunities push us to rethink how we serve students and support staff. Growth rarely feels easy—it stretches us and sometimes shakes our confidence—but that’s where true learning happens. My advice to new principals is to embrace that discomfort. Step into it with curiosity and openness. Surround yourself with people who challenge and support you, and remember that the moments that feel hardest often lead to the most meaningful progress—for you, your team, and your school.

How many years have you been a principal?

4 years

How and why did you become a principal?  

I’ve always been drawn to leadership and to helping others, and a lot of that comes from how I grew up. I was raised on a dairy and agriculture farm in rural Perham/Vergas, where nearly everyone in my family was either a farmer or an educator. Hard work wasn’t optional: it was a daily expectation, seven days a week—but so were family, community, and showing up for others. Those values shaped who I am and set the foundation for the kind of educator and leader I wanted to become. When I entered education, I started in a school in Florida that was under state oversight and served a community where 100% of students were considered economically-disadvantaged. That experience deeply influenced me. I saw firsthand the power of student-centered leadership, the importance of removing barriers, and how much it matters to build authentic connections beyond the school day. Those early years made it clear that I wanted to lead a school community someday—not for the title, but to build a community where students, staff, and families feel seen, supported, and valued. That purpose is what pushed me to become a principal and continues to guide my leadership today.

One of the most impactful practices at Echo Park has been our commitment to student-centered systems. We’ve worked hard to create clear, consistent structures—whether in intervention, behavior expectations, or progress monitoring—that ensure every student gets what they need. This focus has helped us make meaningful progress in closing achievement and opportunity gaps. Another area that has made a meaningful difference is the intentional work we’ve done to build trust and culture among staff. By emphasizing transparency, shared leadership, coaching, and genuine appreciation, we’ve created an environment where people feel valued and supported. That culture has translated into exceptionally strong staff retention,something I’m incredibly proud of because it directly benefits students and families. When staff feel seen, heard, and invested in, they stay, they grow, and they bring their best selves to kids every day. My hope is that other principals borrow this idea: when you prioritize relationships, clarity, and systems built around students, the success follows.

What are some strategies you use to keep your work and life balanced?

One strategy that has made a big difference for me is learning to compartmentalize my work. When I’m at school, I’m fully present for students, staff, and families. But when I get home, my phone goes into Do Not Disturb mode, and while I do have email on my phone, I’ve intentionally turned off notifications. That small boundary keeps my evenings focused and helps me recharge so I can show up well the next day. Family is my anchor, so I make it a priority to be part of the everyday moments, especially doing school pick-up or drop-off with my son every day. It’s a non-negotiable for me, and it keeps me grounded in what really matters. Those routines help me maintain balance and remind me that being a present parent and husband is the most important thing.

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

The best advice I can offer a new principal is this: you will go through a crisis, probably more than one, and you will be okay. Every tough moment teaches you something you couldn’t have learned otherwise. You’ll make mistakes, reflect, adjust, and come out a stronger leader on the other side. As strange as it sounds, never waste a crisis; use it to grow. Just as important is leaning into your principal colleagues. They understand the work in a way no one else can, and their support can carry you through the hardest seasons. And above all else, prioritize your family. You only have 100% to give, don’t save the last few percent for the people who matter most. Give to them first. When you protect that balance, you’re healthier, more grounded, and ultimately a better leader for your school community.

How many years have you been a principal?

6

How and why did you become a principal?  

I never thought I would be a principal. I was an art teacher and diving coach for over a decade before I joined a charter school board. When the school was ready to launch I took a leave of absence to be a part of the school I helped to envision. Unfortunately, we did not get enough enrollment to open that year so I went back to the school district that I took a leave of absence from and looked for opportunities. I found an opening for an instructional excellence coordinator, and I was fortunate to be hired. After that, the lead principal tapped into my leadership and poured into my growth. I was given many opportunities to learn about being a leader in a school. They encouraged me to get my principal license which has led to multiple different opportunities as a principal.

I became a principal because of my commitment to racial equity. My core is rooted in a deep understanding of the systemic barriers and privilege faced by students of color within our educational systems. As a half-Japanese, half-White American, my personal journey has shaped my perspective, emphasizing the importance of connection and visibility for individuals of all backgrounds. Through my own experiences of living abroad and engaging in racial equity training, I have gained insights into the complexities of navigating multiple cultures, code switching, privileges of the dominant culture, and the impact of systemic racism in education. My journey toward racial equity is an ongoing journey that is fueled by a dedication to learning, understanding, amplifying diverse perspectives and leveraging cultural capital. I strive to contribute to a more equitable and inclusive school community and society.

What are you most proud of in your work? 

I am most proud of putting structures into place for collaboration and distributed leadership. I believe that collaboration among staff members is not just encouraged; it is essential to the success of our school community. I am committed to fostering structures and protocols that facilitate meaningful collaboration, ensuring that every voice is heard and valued. Through committees, working groups, and professional development opportunities, staff are empowered to leverage their collective knowledge and expertise to highlight student strengths while supporting their growth and development. Some of those structures include a Positive Behavior Interventions and Supports (PBIS) Committee and Pedagogical Leadership Team (PLT) that leverages the leaders in a building to gain insights, offer ideas, and move to action.

What's something that's had success in your school that you think other principals could borrow?

One structure that I have ensured is in any building I have led is the Student Success team. The Student Success team is made up of the following: principal, assistant principal, instructional coach, social worker, counselor, cultural liaison, school psychologist, and/or nurse. As a team, we look at behavior data, Positive Behavior Support Plans, 504 Plans, MTSS data, and we discuss how to best support the building. This includes talking about ways to be proactive with support as well as reactive to the needs of the students and staff. This team meets weekly and is instrumental in problem solving an issue that may arise on a weekly basis.

What are some strategies you use to keep your work and life balanced?

Identify the things that help you destress and bring you joy. Exercise, travel, and time with friends are the best way for me to stay happy. I use exercise as a way for me to burn off stress, so I do my best to get to the gym at least three times a week. Additionally, I try to have my next trip planned, which gives me something to look forward to. Finally, I make sure there is time carved out for friends weekly. Find what keeps you balanced and prioritize making that happen on a daily, weekly, or monthly basis.

What piece of advice would you give a new principal OR what piece of advice have you gotten that has been most useful?

The best advice I received when starting at a new building was to listen. I carved out time to meet with staff, district officials, and community members. It allowed me to learn about each staff member and the historical context of the building. One thing I pride myself on is that staff may not always agree with my decisions, but they always know I will listen and gather perspectives.

Discover and lean into the strengths of those around you. It truly takes a team with multiple perspectives to create positive impactful change. I have been lucky to be part of schools and teams that have a broad range of backgrounds, ideas, and strengths. We have thought differently about how to approach a situation, but we were all driven towards the same goal.

How many years have you been a principal?

4