Understanding the REAL Goal is REALLY Important

“Clarity around the goal changes everything. What we notice, how we act, and what we build”

In our last blog, we unpacked the “WHAT” that school leaders should focus on—the areas where research consistently points to significant impact. That clarity of focus helps cut through the noise and gives schools and leaders direction. In the next few blogs, we will be focusing on the strategies leaders enact to make the “WHAT” happen. Before moving into those strategies, it’s important to recognize the difference between the goal and the strategy.

Imagine someone wants to get in shape. They sign up for a gym membership, buy new workout clothes, and start tracking their steps. These are great strategies—but none of them are the goal. The goal is better health, more energy, and a longer life. If the gym becomes the goal, it’s easy to stop going once the excitement wears off or, even worse, to continue going thinking that you’re meeting your goal, but then not seeing any results with your actual goal of getting in shape. If better health is the goal, then there are lots of possible strategies: different types of workouts, better diet, etc. Strategies change—but the goal remains.

In schools, it’s easy to fall in love with a strategy. We put our energy into building the thing- teams, structures, programs. But strategies are not goals. When we forget this, we end up designing systems that function—but don’t deliver. Getting clear on the real goal shifts everything.

I worked with a school once that was laser-focused on implementing PLCs. They had the meeting times, team leads, agenda templates, and documentation. But student outcomes didn’t budge. Why? Because their focus was on doing PLCs, not on improving teaching and learning. Once we clarified that their true goal was building teacher capacity to increase student achievement, the nature of their work together completely changed.

​​Why It Matters 

Strategies are the tools we use; goals are the outcomes we seek. When we confuse the two, we risk building impressive systems that don’t actually move the needle where it matters most. Clear goals allow us to measure what truly matters and adjust our strategies to effectively meet those goals.

From the Last Blog: What Leaders Should Focus On 

Educational research consistently highlights a few high-impact priorities that school leaders should focus on. These include strong classroom instruction, maintaining academic press (high expectations for learning), building collective teacher efficacy, fostering trust between students and teachers, and nurturing a family culture that values education. Each of these represents a goal. The methods we use to reach them, such as professional learning communities (PLCs), coaching cycles, or instructional walkthroughs, are the strategies. Understanding the distinction between the two ensures our efforts are directed with purpose.

Examples of Confusing Strategy with Goal 

• Take forming teacher teams as an example. Holding weekly team meetings is a strategy, but the actual goal is to enhance teacher collaboration in ways that positively impact student outcomes.

• Similarly, when launching a dual immersion program, the strategies might include selecting the right program model, hiring bilingual teachers, and investing in bilingual materials. However, the goal is much broader: achieving bilingualism, biliteracy, and equitable academic success.

• Using classroom walkthrough tools is another case where strategy and goal can get muddled. While the use of checklists by administrators is a strategy, the true goal is to provide meaningful feedback that improves instruction and supports teacher development.

• When adopting a new curriculum, the purchase itself is only a strategy. The intended goal is to ensure standards alignment and boost student learning.

What Changes When We Focus on the Right Goal 

When leaders prioritize the right goals, decision-making becomes more adaptive. Systems are no longer rigid but evolve in response to what’s actually working. Resources are allocated based on real impact rather than personal preference. Most importantly, staff buy-in increases when they see tangible results connected to a shared, purposeful vision.

Discussion Question

Which of these five focus areas would create the most momentum in your school? What’s one small step your team could take this month?

Where in your organization might a strategy have become the goal? What would change if you clarified the real outcome?

In the next series of posts, we’ll move into the “HOW”—the effective leadership practices that help us reach those goals. And beyond that, we’ll dig into the personal skills and capacities that make great leadership possible. It’s critical to remain clear on your goal (ex: improving classroom instruction or building collective teacher efficacy) while selecting and implementing your leadership strategy.