Strategy: The Difference Between Being Busy and Being Great

by Daniela Doyle

School districts often face the same challenge: the constant pull of the urgent. The daily work of leading schools – managing meetings, responding to families, addressing new initiatives – can fill calendars and create the feeling of progress. But without a clear strategy, all that activity can amount to motion without momentum. Even the most capable teams can find themselves reacting to immediate demands rather than shaping the future.

A well-crafted strategy changes that. It serves as the bridge between a district’s vision and the work happening in classrooms, offering focus and direction amid competing priorities. Strategy compels leaders to identify what truly matters most, and just as importantly, to let go of efforts that don’t advance that larger purpose. As strategy expert Michael Porter famously observed, “The essence of strategy is choosing what not to do.”

Just as importantly, strategic planning gives districts the rare chance to pause the daily rush and step back to see the bigger picture. It’s an opportunity to reflect on where the district has been, clarify where it’s heading, and agree on the handful of priorities that will make the greatest difference for students. That step back is what allows strong systems to do more than make incremental improvements. It’s what enables them to re-assess what students need to succeed in an ever-changing world and ensure they are providing the skills and experiences students need to thrive.

For high-performing districts, this work is especially critical. Success often leads to more programs, more good ideas, and more opportunities – each valuable on its own but potentially pulling in different directions. A coherent strategy aligns these efforts, linking curriculum, professional development, and community partnerships to a shared set of goals. It concentrates people’s time, energy, and resources on the priorities with the greatest impact.

That is what distinguishes good organizations from great ones. Great districts don’t just work harder; they work with purpose. They focus their collective energy on a handful of high-leverage priorities and use strategy to guide decisions, so that each new initiative builds momentum toward a larger vision. What future do we want for our students five or ten years from now? What strengths will we build on? And what tough choices must we make to stay focused on that future?

The promise of strategy is simple but powerful: it allows busy, capable school systems to become more than the sum of their parts. By stepping out of the day-to-day rush and taking the long view, we can direct our energy where it matters most, and in doing so, move from good to truly great.

Daniela Doyle is a Director at Thru, based in North Carolina, and is focused on PK-12 research and district-wide strategies, as well as non-profit operations and leadership. She can be reached at daniela@thru.co