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Recently, while out to dinner with friends, a situation arose back in my district. It was being handled, but I still felt the pull to get involved. My friend asked, 鈥淒on鈥檛 you have an executive cabinet who takes care of these things when you're away?鈥�

The answer is simple: no.

We are a small, rural district with about 330 students. Unlike larger systems, we don鈥檛 have layers of central office administrators or an executive cabinet. I work closely with our building principal and our building administrator for operations and student activities. They are leaders with promise who are still fairly new in their roles. They are growing, I am learning to coach them, and together we are learning to function as a team. But in those moments when something arises and I鈥檓 supposed to be "off duty," I still have the weight of responsibility.

This is one of the unique challenges of leading a small district. If I鈥檓 unavailable, whether at a conference or on vacation, my board president can step in, and she does a phenomenal job. But that doesn鈥檛 always quiet the internal guilt. There鈥檚 a part of me that believes I should always be the one answering the call, because the accountability ultimately rests on my shoulders.

This is the reality of small-district leadership: the work is broad, the hats are many, and the sense of responsibility rarely takes a vacation.

There are two truths here:

Trust matters. I know I can rely on my board president and my administrators. Unless it鈥檚 a true emergency, I need to remember that stepping back allows my administrators to grow in confidence and capacity.

Perception matters. In a small community, it鈥檚 easy for people to assume that all districts operate the same way. But the reality is very different. Superintendents of large districts may have entire teams of assistant superintendents, directors, and deputies who can handle situations when the superintendent isn鈥檛 present. In smaller districts, those roles simply don鈥檛 exist.

It may seem surprising, but leading a larger district doesn鈥檛 always mean more work for the superintendent. In many cases, a small-district superintendent carries the same weight of state and federal accountability, but with less support. And it鈥檚 not just the superintendent who feels this. Staff members in small districts wear multiple hats as well. For example, my secretary also serves as the payroll clerk, the human resources contact, and more.

This is the reality of small-district leadership: the work is broad, the hats are many, and the sense of responsibility rarely takes a vacation.

Yet, I wouldn鈥檛 trade it. The closeness of our community, the relationships with students and families, and the ability to make meaningful, nimble changes are all gifts that come with leading a district of our size. The challenge, and the ongoing growth for me as a leader, is learning when to lean in and when to let go.

Key Takeaways

• Small-district leadership often means carrying the same responsibilities as larger districts, but with fewer hands to share the load.
• Trusting and empowering others to step up is essential, even when the instinct is to step in.
• Community perceptions can be misleading, so part of the work is helping others understand the unique realities of small-district leadership.

Wearing many hats is not a burden alone 鈥� it鈥檚 also an opportunity to build stronger, more connected teams.