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As an executive leader, you'll likely predict upcoming challenges and have experiential insight to guide your district, company or entity to a better future. But what happens when the troubles come not from within the organization, but from external factors? From current events? What happens when you — when almost anyone — couldn’t have predicted them?
It is difficult to process lessons from a crisis when that crisis is still going on. But enough time has passed and enough has changed since schools and organizations responded to COVID-19 to allow their leaders to consider how key steps taken early can reduce the impact of a crisis.
As school districts begin the process of coming back together, reopening district offices and resuming some form of in-person services, questions are starting to arise about what that will look like.
A symbiotic relationship between education and the corporate world has always existed—an educated workforce drives a thriving economy; conversely, a healthy economy provides a strong tax base that funds school systems. The COVID-19 crisis has brought the two segments together in what amounts to a collision course and along the way has exposed some cracks in an already stressed system.
In calm or crisis, school budgets allow districts to translate sometimes intangible missions, operations and objectives into reality.
