In honor of National Principals Month, Unpacking Education is kicking off a new series this October to spotlight school leaders making a difference. In this episode, Brett Bowers, Vice President of School District Leadership at AVID Center and a former principal of two award-winning high schools, joins the conversation to reflect on his leadership journey.
Through the lens of a powerful “general contractor” analogy, Brett shares what it takes to lead a school with vision, adaptability, and trust. This episode offers valuable insights for any educator committed to building schools that truly serve students, as Brett discusses empowering teacher leaders, navigating budget constraints, and sustaining long-term success. Tune in for practical strategies, candid stories, and a celebration of the unsung complexities of the principalship.
Elevating principals, transforming schools.
The theme for National Principals Month, a shared endeavor between AFSA, NAESP, and NASSP
Resources
The following resources are available from AVID and on AVID Open Access to explore related topics in more depth:
- Recalibrate the Culture, with Jimmy Casas (podcast episode)
- Lead From Where You Are, with Dr. Joe Sanfelippo (podcast episode)
- Personal and Authentic Learning, with Thomas C. Murray (podcast episode)
- Recruiting, Supporting, and Retaining Elementary Teachers, with Dr. Teddi Beam-Conroy (podcast episode)
- Recruiting, Supporting, and Retaining Secondary Teachers, with Anne Beitlers (podcast episode)
A General Contractor
According to Brett Bowers, successfully leading a school is a lot like being the general contractor of a building project. To support this analogy, Brett unpacks the critical role that principals play in building strong school communities where vision, coordination, and collaboration all come together to serve students.
Drawing from his years as a school leader and his current work with AVID, Brett explores how principals can create a shared vision, empower teacher leaders, and stay responsive to the evolving needs of their staff and students. “The only person who has the wide view to really understand all those parts and pieces is the principal,” he explains. Listeners will gain practical insights into leading through change, sustaining momentum, and keeping students at the center of every decision. The following are a few highlights from this episode:
- National Principals Month: October is National Principals Month. To honor that, Unpacking Education will feature principals on each show during the month of October.
- About Our Guest: Brett Bowers is the Vice President of School District Leadership at AVID Center. Prior to joining AVID, Brett was a teacher and administrator for almost 25 years, more than half of which he spent as principal of two award-winning high schools in the Milwaukee, Wisconsin, area.
- “General Contractor” Analogy: Brett likes to compare the work of a principal to that of a general contractor. He says, “The job of the principal is a huge one. You’re carrying so many things on your shoulders, and that, to me, is very much like the general contractor who’s building a house, or some commercial building, or whatever it is.”
- Sharing Responsibility: Because principals can’t be experts at everything, it’s important that they empower others to use their areas of expertise. Brett says, “I don’t need to know how to do everything. I need to know who those people are. I need to know the role that they can play, and then I need to be the person who helps bring them together to make sure the parts and pieces fit together.”
- A Unique Viewpoint: Brett points out, “The only person who has the wide view to really understand all those parts and pieces is the principal. . . . They have a view that nobody else has. They have that widest point of view on the school [and] the school community, and when they use that perspective to help that assemblage of subcontractors, if you will, succeed individually and collectively, that’s when you build incredible things, incredible schools.”
- Architect: As a principal, says Brett, “You’re kind of the architect and the general contractor at the same time. And I think, sometimes, you have to have a vision for 5 years out, but then you’ve got to have a clearer, more specific vision for the next year. And that one-year vision is really, in my mind, that true blueprint where you know exactly the moves you’re making.”
- Flexible Vision: While principals need both clear short- and long-term visions, they also need to remain flexible. Things may not always go as planned. Brett adds, “As you’re working through that year, you’re already thinking about the next, and ‘Where can you go to the next level? Where can you add the next story? Where do you have to go back to the foundation and strengthen it?’”
- Trust: In order to work well as a building, the principal needs to build a foundation of trust, which can then lead to teacher empowerment and shared responsibility. Brett says, “When people show you that they can do great work, let them continue to do it.”
- Leveraging Teacher Leaders: Leveraging and empowering teacher leaders has many advantages. Brett points out, “One of the things that I think makes them really special contributors is that they have an authenticity and a credibility with other teachers that even the very best principals cannot have. No matter how much teachers might respect you as a principal, at the end of the day, they still know you’re not in a classroom with students day in and day out.” He adds, “When teacher leaders talk that talk, they can ground it in their current practice. . . . They can move the masses in ways that administrators can’t. . . . We want to support them, and then we need to recognize and realize they bring some magic that we just cannot manufacture.”
- A Key Focus: Brett strongly believes that principals need to make a commitment to be in classrooms. He says, “If we know that teachers are the most important adults in a school building, we need to see the work that they’re doing.” He adds, “I always say that the best sign of a successful administrator or successful principal is when they walk in classrooms and nobody even bats an eye. Teachers keep teaching [and] kids keep doing their thing because everyone’s so used to seeing them that it doesn’t even surprise anybody that they’re there.”
- Monitoring Inputs and Outputs: To keep a school on track, the principal must monitor both how teaching takes place and also how learning is measured. Brett says, “If we’re monitoring the input from educators, we also have to be monitoring the outputs from kids and figuring out how kids are learning and developing throughout the process—not just waiting until summative assessments at the end of a school year or grades at the end of a term.”
- Teacher Turnover: “I think that’s an ongoing issue and one of the most challenging things about doing work like implementing AVID,” Brett says. “You get things going. You get people moving. The momentum starts, and then people leave you.” Because of this, he says, “You’re rebuilding while you’re trying to build further, so it can feel overwhelming and daunting. I think that’s why it’s so important that you’ve got those subcontractors, particularly teacher leaders—and a large cadre of teacher leaders—because you, as a building administrator, do not have the time, or the capacity, or the specific expertise to onboard every new teacher every time you bring them in.”
- Budgets: Another constant challenge is budgetary limitations. Brett suggests spending very thoughtfully, while also focusing on innovation that doesn’t require additional purchases. He says, “There’s a time, and a place, and a need for that financial expenditure, but to really make sure that that does its job, we’ve got to build internal professional learning, and coaching, and support for educators within the system we already have.”
- Launching Versus Sustaining: Launching a new initiative requires a different form of leadership than sustaining current programs. While it can be exciting to launch something new, it can also be overwhelming to continually change. Brett says that it’s important to sustain a good program, and it’s also important to continue moving ahead: “We have to think about what’s next on the horizon. How do we extend that work into something else?”
- Students at the Center: Brett shares, “I think the easiest way to keep students at the center of the work is to keep talking to kids, to keep having conversations with students, to see them in their environment, but then to pull them out of their environment. And I’m a huge proponent of things like focus groups, and listening sessions, and ‘Come eat lunch with me,’ or ‘Can I just sit down at the cafeteria table with you?’”
- Student Insights: When talking about students, Brett says, “They’re brilliant; they’re so insightful. They will tell you what works. They might not describe it the way we would describe it as educators. They don’t know the lingo, but they know when they’re learning, they know how they’re learning, and they’ll tell you when they’re not. If they trust you, they’ll tell you when they’re not.”
- AVID Programs for Administrators: Brett says that AVID recognizes, “The role of a principal or assistant principal is unique and different than the role of a teacher leader.” Because of this, AVID has developed leadership learning opportunities specifically designed for school principals. Brett explains, “We’ve got collaboratives across the country—almost 40 active principal collaboratives—where principals get together with other AVID principals in their same geographic location a couple times a year to talk specifically about their work, their success stories, trade secrets as to their success, and then get some support from us in the middle of the year to keep them feeling empowered, and sustained, and learning throughout the year.”
- Supporting New Learning: Brett says, “The number one thing is: Who do you surround yourself with? Who is a sounding board? Who makes you better?” He adds, “The best way to learn and grow and to continue to evolve as an administrative leader is to find people you respect, and share space and time with them, and talk with and learn with and learn from them.”
- Supporting Teachers: For his toolkit item, Brett says, “If you can give [teachers] what they need to be great, a school will be great. They are your greatest resource, and they deserve your investment, and they deserve your trust, and they deserve your respect, and they deserve the best you can give them.”
- Being Nimble: “Leadership and leadership strategy changes at different stages or seasons of the work that we’re doing,” Brett reflects. “What worked at one point won’t always work, and if it worked before, don’t assume that that means that’s a replicable strategy. It worked when it worked. What do you need today to make it work today?”
Use the following resources to continue learning about this topic.
If you are listening to the podcast with your instructional team or would like to explore this topic more deeply, here are guiding questions to prompt your reflection:
- What does the “general contractor” analogy reveal about the role of a principal?
- How can principals effectively build and maintain trust with staff?
- What role do teacher leaders play in a school’s success?
- How does teacher turnover impact schoolwide initiatives like AVID?
- Why is it important for principals to be visible in classrooms?
- How can school leaders balance long-term vision with day-to-day flexibility?
- What strategies help keep students at the center of school decisions?
- National Principals Month (AFSA, NAESP, and NASSP)
- AVID (official website)
- AVID National Conference Leadership Forum (AVID)
- AVID Community of Practice (CoP) Offerings for Site Administrators (AVID)
#432 A Principal’s Journey, with Brett Bowers
AVID Open Access
44 min
Transcript
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The following transcript was automatically generated from the podcast audio by generative artificial intelligence. Because of the automated nature of the process, this transcript may include unintended transcription and mechanical errors.
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Brett Bowers 0:00
The job of the principal is a huge one. I mean, you’re carrying so many things on your shoulders, and that, to me, is very much like the general contractor who’s building a house or some commercial building or whatever it is, and the only person who has the wide view to really understand all those parts and pieces is the principal.
Paul Beckermann 0:22
October is National Principals Month, so to honor that, we’re going to feature principals on our show during the month of October, and that series begins today. The topic of today’s episode is A Principal’s Journey with Brett Bowers.
Paul Beckermann 0:37
Unpacking Education is brought to you by AVID. AVID believes in seeing the potential of every student. To learn more about AVID, visit their website at avid.org.
Rena Clark 0:48
Welcome to Unpacking Education, the podcast where we explore current issues and best practices in education.
Rena Clark 0:58
I’m Rena Clark.
Paul Beckermann 0:59
I’m Paul Beckermann.
Winston Benjamin 1:00
And I’m Winston Benjamin. We are educators, and—
Paul Beckermann 1:04
—we’re here to share insights and actionable strategies.
Transition Music with Rena’s Children 1:09
Education is our passport to the future.
Paul Beckermann 1:13
Our quote for today is from the National Principals Month website. It’s the theme for the month, and it reads, Elevating Principals, Transforming Schools.
Paul Beckermann 1:24
All right, Winston, we’ll let you go first. What are your thoughts about that short little quote?
Winston Benjamin 1:30
The quote’s short, but it’s packed with information. For me, I think one of the things that sticks out is this: what we do for our teachers, we do for our students. Thinking about how teachers grow and better themselves—through opportunities for instructional development, working with students, recognizing they’re dealing with humans—that really does transform the classroom. It allows students to be their full selves and strive for excellence.
If principals think about their teachers as their students and help them develop interpersonal skills, recognize instructional needs and supports, that transforms the entire school the way it does a classroom. Teachers become our principals, so if they continue to grow, that fits the need of what we’re saying.
Paul Beckermann 2:28
Well said, Winston. Rena, what’s on your mind?
Rena Clark 2:32
Very similarly, I was thinking of a captain of a ship. They can’t do it alone—you can’t run around and do all those things on a ship. But you do have to have someone leading and creating that ripple effect. They gather information, take input, but ultimately they’re the vision keeper with the influence to transform culture, opportunities, and outcomes for kids and educators.
Rena Clark 3:08
Research shows the impact leaders have on shaping environments for kids and educators. They have a huge impact on culture. Yay, principals! It’s a huge responsibility on their shoulders. And just like teachers, sometimes we forget all the things principals are asked to do. I always love “hashtag other duties as assigned.” They deal with things you’d never imagine, and it’s amazing how they think on their feet for their buildings.
Paul Beckermann 3:55
You know what it sounds like? It sounds like we really do need to have a National Principals Month to recognize everything they’re doing. To kick it off, we’re excited to have Brett Bowers join us. Brett is the Vice President of School District Leadership at AVID. Prior to joining AVID, Brett was a teacher and administrator for almost 25 years, more than half as principal of two award-winning high schools in the Milwaukee, Wisconsin area. Welcome, Brett.
Brett Bowers 4:23
Hey, thanks, Paul. I appreciate it. Looking forward to being here and having the conversation.
Paul Beckermann 4:28
I gave you the 30,000-foot introduction. Do you want to tell us more about yourself so we know who we’re speaking with today?
Brett Bowers 4:36
Absolutely. I’ve been with AVID full time for about six years. In my current role as Vice President of School District Leadership, just over a year. But all my work with AVID has been centered around leadership. I always say I have the best job in the world.
What AVID does for schools, communities, classrooms, teachers, and students is incredible. Now, in this role, I focus exclusively on the role administrative leaders play in making AVID work and realizing its impact.
Before that, I had the best job in the world as principal of two amazing high schools in Milwaukee. Incredible schools, great communities, phenomenal teachers and students. I learned more from them than I could have imagined. Now I put those lessons to use helping AVID succeed across the country and even abroad with partners in Australia.
Rena Clark 5:55
Very cool. I love that. So let’s talk about the general contractor analogy. You often compare principals to general contractors. Can you unpack that?
Brett Bowers 6:16
Anybody who knows me knows my brain works in analogies. I stumbled on this one as it relates to AVID, and it resonates with people. The principal’s job is huge—you’re carrying so much.
It’s like a contractor building a house. You’re the keeper of all those parts. But you don’t have to know it all or do it all. Contractors don’t know how to do every job—they know who does. The plumber does plumbing, the electrician does wiring. If either does it wrong, both suffer. But when they work in harmony, it succeeds.
The only person who sees the whole picture is the principal. They’re not the most important person, but they have the widest view. When they use that perspective to help others succeed individually and collectively, that’s when you build incredible schools.
Winston Benjamin 8:23
I like that example. My dad used to say, “Plan your work, work your plan.” That’s like a school vision and blueprint. If you were giving a principal advice, what should be in their blueprint for AVID implementation?
Brett Bowers 9:03
It starts with knowing the end result. With AVID, that’s tricky because you don’t know what you don’t know. Principals are both the architect and the contractor.
You need a five-year vision, but also a clear one-year blueprint. That one-year vision is the true guide—knowing the exact moves. You keep your head on a swivel, taking it all in, watching results, spotting stumbling blocks. You think ahead: what’s next, what foundation needs shoring up, what vision needs adjusting.
The big picture must be clear but not rigid. You also must be nimble and responsive. That blend is why the job is so big.
Paul Beckermann 11:10
You mentioned subcontractors—assistant principals, coaches, teacher leaders. How can principals lean on them?
Brett Bowers 11:41
It starts with trust. Good principals take responsibility for everything, but that makes it hard to empower others. You can’t build it alone. Step one is trust.
Then be thoughtful about who you trust. As people prove their skills, celebrate them and let them contribute more—without overloading them. Teacher leaders, for example, have credibility with peers that principals don’t, because they’re in classrooms daily. They can move colleagues in ways administrators can’t.
Faculty meetings don’t solve big problems. Teachers working together in collaborative spaces do. Administrators support that, but we can’t replace it. That’s the magic of teacher leadership.
Rena Clark 14:37
So how do we find and monitor that magic? How do leaders ensure implementation is solid?
Brett Bowers 15:15
Two things. First: be in classrooms. Principals have three jobs—the daytime job with kids and teachers, the after-school job of meetings, and the after-dinner catch-up job. During the day, you must be in classrooms. The best sign of success is when you walk in and nobody bats an eye. You’re part of the fabric of teaching.
Second: monitor student outcomes. Don’t just wait for summative assessments. Be truly data-informed—watching progress continuously, not just at the end. That’s difficult, which is why subcontractors matter. It’s a team effort.
Winston Benjamin 18:17
What about obstacles? In construction, things go wrong—delays, budget issues. What are common school “construction site” obstacles in AVID implementation, and how do leaders keep momentum?
Brett Bowers 19:24
Two big ones: teacher turnover and budget.
Turnover: You get momentum, then people leave. That’s constant. You’re always rebuilding while moving forward. The best strategy is teacher collaboration—onboarding new teachers quickly through peer networks.
Budget: Money is tight everywhere. AVID requires resources, but implementation shouldn’t rely only on checks you write. Sending people to training is important, but the real transformation happens in the professional learning and coaching you build internally, which costs time and focus, not dollars. Strong leaders use both wisely.
Paul Beckermann 23:27
What about sustaining programs after building them?
Brett Bowers 23:46
Launching and sustaining require different leadership strategies. Launching is exciting and fresh. Sustaining can feel stale if not managed well. You must set clear expectations and keep refining practice, but also create new horizons for veteran teachers.
Great leaders juggle both—helping some reach minimum expectations while giving others new challenges. Leadership isn’t one-size-fits-all.
Rena Clark 26:36
How do leaders ensure schools serve students, especially for success beyond high school?
Brett Bowers 27:20
Talk to kids. Observe them, sit with them, ask them how school feels. When they trust you, they’ll tell you what works and what doesn’t. I miss those conversations most.
Beyond that, watch progress continuously—individuals and groups. Make sure no students are being left behind. Adjust supports as needed to keep all moving forward.
Winston Benjamin 29:41
What professional learning should principals and district leaders prioritize for AVID and leadership growth?
Brett Bowers 30:45
On the AVID side, I’m proud of how we’ve built leadership opportunities specifically for administrators. For years, leadership training mixed principals with other leaders. But their roles are unique.
Now we have administrative Communities of Practice, principal collaboratives across the country, and events like Leadership Forum at the AVID National Conference. These provide targeted support.
Beyond AVID, the most important thing is your network. Who do you surround yourself with? Trusted colleagues and mentors are critical for growth.
Transition Music with Rena’s Children 35:42
Check it out. Check it out. Check it out. What’s in the toolkit?
Winston Benjamin 35:53
What’s in your toolkit? What are you taking away from this conversation?
Paul Beckermann 36:05
First, build trust and a safe environment. Without that foundation, everything else struggles. My former superintendent interviewed every staff member each year, building relationships and trust. That paid off tenfold.
Rena Clark 37:08
I think about the balcony and dance floor. Leaders need both views—the big system view and the in-classroom view. You can’t have one without the other.
Winston Benjamin 38:00
I’m taking away the importance of teacher leaders. They’re the tools—wrenches, hammers—you need to get the job done. Recognize them.
Brett Bowers 38:37
You cannot do this job alone. Principals aren’t the most important people—teachers are. If you give them what they need to be great, schools will be great.
Rena Clark 39:18
So many things. I love the idea that when a leader walks into a room, no one bats an eye. That shows trust and culture.
Brett Bowers 41:54
I take away this: leading to launch and leading to sustain are not the same. Leadership strategies change over time. Don’t assume what worked once will work again. Adapt to today’s needs.
Paul Beckermann 42:57
Thank you, Brett, for joining us today and kicking off Principals Month.
Brett Bowers 43:06
Thank you. I appreciate the conversation and all the principals across the country doing the hard, important work of supporting schools, educators, and students.
Paul Beckermann 43:19
Hats off to all the principals. Celebrate your month—you matter.
Rena Clark 43:27
Thanks for listening to Unpacking Education.
Winston Benjamin 43:30
Visit us at avidopenaccess.org to discover resources to support student agency and academic tenacity.
Paul Beckermann 43:43
We’ll be back next Wednesday with a fresh episode.
Rena Clark 43:48
And remember—go forth.
Winston Benjamin 43:49
And be awesome. Thank you for all you do.
Paul Beckermann 43:54
You make a difference.