Transparency & the First 100 Days

In my first several weeks as Executive Director, I’m holding tight to something I learned early in my teaching career: before you can lead, you have to listen. For me, this transition has not been about arriving with all the answers. It's been about understanding the organization I now have the honor to serve, the people who power it every day and the members whose voices must guide our work. The strength of this association has always come from its people, and my responsibility is to ensure that strength is reflected in how we move forward together.

Phase 1: Listening
The first phase of my work has focused on listening internally. I have met, or am scheduled to meet, with every NSEA program director to better understand upcoming projects, workload demands and opportunities to align our work more strategically. I’ve met with the staff union to hear directly about issues and expectations. I’ve also established regular standing meetings with the staff union president, with NSEA President Tim Royers and Associate Executive Director Shauna Benjamin-Brice, and with our NSEA business office to ensure communication, planning and accountability remain consistent and transparent.

Alongside this internal listening, I’ve begun reaching outward. I’ve met with EHA advisers and am scheduling conversations with executive leaders from EHA partner organizations. These conversations are essential to strengthen collaboration across organizations that share our mission.

Phase one has also included a careful audit of internal operations and a review of our legal and financial obligations. That work may not always be visible, but it is foundational. Strong advocacy and bold vision grow out of care, intention and clear systems. Through this lens, I’ve begun developing a framework for strategic goal setting.

Phase 2: Strategic Goals
As I move into the second phase of the first 100 days, my focus will shift from listening to shaping direction, together. Strategic goals and vision refinement will take place in partnership with NEA and across all fronts: members, governance leaders and staff. This work will center on defining clear goals, aligning staff work and prioritizing projects that move us closer to our shared objectives.

Maintaining a strong feedback loop will remain essential. Progress will be shared openly, and input will be invited often. Listening does not end once goals are set—it is an ongoing commitment.

Phase 3: Deliver
The final phase of the first 100 days is about action and accountability. We will roll out mission-driven initiatives that reflect our shared priorities and values. 

This work is ambitious, but it is grounded in a simple belief: when we listen first and act together, we are stronger. Educators are navigating increasing demands, shifting policies and growing expectations. Our association must meet those realities with unity and purpose.

During these first 100 days, I invite you to stay engaged, ask questions and share your perspective. Your voice matters—not just in this moment, but in shaping the future of our organization and the profession we serve.