All Means All

Training leaders who leave no one behind

Students are left behind every day across America. The most underserved students dramatically underperform their peers, and this trend is particularly true in schools serving low-income students of color.

Where bright spots exist, evidence clearly points to the important role leadership plays. The All Means All Inclusive School Leadership Program seeks to create a community of like-minded leaders to build schools that truly serve ALL students, especially those most marginalized by our current system (and further impacted by COVID-19). These leaders not only leave this program with a set of concrete, replicable skills, but they also become part of a select, committed, and talented group of leaders dedicated to instilling growth into students of all backgrounds.

How does All Means All work?

The All Means All program is a cohort-based model of professional development, combined with the deep support of individual coaching. The core content of the All Means All program prioritizes the following key levers: 

  • Inclusive Mindsets: Repeated practice and coaching in the key mindsets of All Means All school leaders.
  • Leading Believers: The tools to build an all-in adult and student culture with collective responsibility for the success of all.
  • Radical Problem Solving: Practice in ambitious and inclusive goal-setting, obsessive use of data, and the protocols for “radical problem solving”—in which the team has the tools to solve “impossible” problems that have real and/or perceived barriers.
  • Planning for All Students: The practices to ensure access to and implementation of effective tier 1 teaching that serves as many students as possible in the general education setting, combined with responsive tiers of support for students who need more.
  • Student Culture & Investment: Build positive student culture and investment and ensure behavioral success for all—grounded in the belief that behavioral challenges are an opportunity to teach rather than punish.

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