Administrative alignment is a critical factor in the long-term success of collaborative teacher teams. Over time, progress can be undermined by shifting priorities, competing initiatives, and staff turnover. Sustained success requires a consistent, unified commitment from school leadership.

Before introducing this work to teachers, it is essential to invest time working exclusively with the administrative team. This foundational work should focus on developing a shared understanding of what effective teacher teams look like, sound like, and feel like— for both teachers and administrators.

Engaging in professional reading and structured discussions around the research is an efficient and powerful way to build alignment. Using collaborative protocols during this process not only strengthens leadership coherence, but also models the practices administrators expect teachers to implement.

Principals often reach out asking for a “tune-up” of their Professional Learning Communities or teacher teams. When I begin this work, I make it a priority to recognize and honor what teachers are already doing. I never assume teams are starting from scratch.

Instead, we start by acknowledging that each of us arrives at the concept of collaborative teams through different experiences and perspectives. This approach reinforces an important message: teachers’ work matters, their experiences are valued, and this is not about implementing someone else’s agenda. It is about strengthening and refining the work already underway. Once alignment is reached and expectations are clear, then we can better support these leaders in their work with the teams.

Once there is shared clarity and a set of goals in place, the next step is foundational work with teacher leaders. It is essential to intentionally develop the skills of team facilitators and team leaders.

Every school structures leadership differently, but most have a teacher leader for each grade level, content area or department. These individuals are pivotal to the success of any professional development effort or process change. They understand how their teams function, what individual members need, and how the group is likely to respond to new learning or shifts in practice.

I always begin this work with the leaders and spend the majority of my contact hours with them. Investing time to establish a strong foundation of shared principles creates an anchor for all future conversations and decisions.