Choose what deserves strategic attention
An approved strategic plan can still leave employees unsure what changes on Monday morning. Broad aspirations need to become specific choices about the school’s direction. Begin the year by naming three priorities that leadership can explain plainly. Distinguish these from the routine operating work that remains necessary but does not belong on every strategic review agenda.
For each priority, describe the intended change for students, families, employees, or the institution. “Improve communication” is an aspiration; a defined family communication practice with an owner and review date is a workable commitment. Keep the connection to mission visible, and make sure the proposed work fits the people and resources actually available.
Give each priority an accountable owner
A committee can contribute, but one person should remain responsible for moving the priority forward and bringing decisions to the right authority. Agree on the first milestone, needed resources, dependencies, and evidence of progress. An owner without time, authority, or support cannot turn responsibility into execution.
Build the first 90 days around a few meaningful milestones. Some work may require a budget decision, a policy review, or input from families before implementation begins. Show those dependencies directly. If the school cannot fund or staff a priority, leadership should revise the scope or sequence instead of leaving an impossible commitment on paper.
Use review meetings to decide
At each review, ask what changed, what evidence supports that conclusion, and what leadership needs to decide. A list of meetings held is not the same as a result. An incomplete milestone should remain visible with its obstacle, revised date, and responsible decision-maker.
Close the review with a short record: continue, adjust, pause, or complete. Keep the board focused on oversight and required approvals while administrators manage execution. A plan earns its place in school life when it helps people make responsible choices rather than adding a second reporting system.
90-day action planner
Use this template in your next leadership meeting. Add your school’s evidence, responsible person, and review date. The page can be printed or saved as a PDF using your browser.
| Priority and intended change | Owner and resources | Milestone / evidence / date |
|---|---|---|
| Priority 1 | Name one owner; confirm capacity | Define first decision |
| Priority 2 | Name one owner; confirm capacity | Define first decision |
| Priority 3 | Name one owner; confirm capacity | Define first decision |
| Quarterly review | Name meeting and decision authority | Record continue, adjust, pause, or complete |
One question to put into practice
Which three priorities can we execute responsibly with the people and resources we have?
Continue in Solomon
An original Arete briefing adapted from the linked field notes. Guidance must be interpreted in the school’s context by its responsible leaders and qualified advisors.
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