my version of transparent, collaborative leadership...with a Teamann twist

Great culture doesn’t start in August: A Summer Challenge for School Leaders!

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Summer of Connection challenge poster for school leaders focused on building school culture and staff relationships during summer breakI love a checklist. A calendar. A way to SEE, obnoxiously, what my goals and plans are…
It also helps others see what I’m thinking and help hold me accountable, 😉
What if you had a calendar like this that helped prepare YOU for the next school year/quarter?
Ideas to add?
  • Read one leadership book (need a suggestion?)
  • Call a staff member just to check in
  • Send 5 appreciation texts
  • Visit a community partner
  • Meet with a student leader
  • Handwrite 3 thank-you notes
  • Listen to an education podcast
  • Take one day completely off work
  • Have lunch with another principal/leader
  •  Identify one thing to stop doing next year

Not thinking “you” centric? Do you have a goal in your campus/district improvement plans that focus on community and stakeholder partnerships?

You could partner with local businesses and share out in your campus/business socials! This is a great way to create momentum and have documentation that can be added to your plan.

Staff get stamps/checkmarks for sharing pics:

  • Visiting the library
  • Attending a city event
  • Supporting local restaurants
  • Visiting a museum
  • Shopping locally
  • Attending a school sporting event
  • Walking through a market/vendor fair

You could solicit gift cards or lil’gifties from those community relationships to give out in August from those who particpated.

Love “Leading with Appreciation”? What if you and your team of leaders spent the summer thinking of relationships through that lens…on purpose?

Every square is an intentional act of encouragement…these obviously shouldyou, your team, and ideas that reflect KNOWING your team…

  • Text a former student/family, just to check in
  • Thank a custodian/operations leader
  • Write a note to a teammate
  • Send your superintendent an encouraging note
  • Leave a positive online review for a local business
  • Deliver a Sonic drink to someone
  • Mail a card to a retired educator
  • Encourage a first-year teacher
  • Pray for a coworker
  • Recognize someone publicly
  • Surprise someone with their favorite snack

Looking to build STAFF capacity/connection??

Create a virtual poster that your teams can connect to and check off while they are out and about!

  • Have coffee with a coworker
  • Attend a community event
  • Visit a local small business
  • Read a professional article and share a takeaway
  • Send a handwritten note
  • Meet a new staff member for lunch
  • Volunteer in the community
  • Attend a ball game
  • Take a picture wearing school spirit gear
  • Recommend a book to a colleague
  • Invite someone to join you for breakfast
  • Celebrate a teammate’s accomplishment
  • Take a selfie with teammates spotted in the wild

Culture doesn’t stop in the summer, it just allows you to be MORE intentional with your time and priorities…

At the heart of  how we want leadership to be seen is helping people feel seen, valued, and connected. Small moments of connection often create the strongest foundations for culture…building a strong culture doesn’t start when teachers return to campus. It starts in the small moments of connection, appreciation, and community that happen long before the first day of school.

If you’re looking for ideas to strengthen your school culture, improve staff morale, or create a more connected campus community, I’d love to connect.

Schedule a conversation: https://calendly.com/amberteamann/20min

I’d love to hear what’s working in your district and share a few ideas that might help.

Hope you’re reading this poolside!
Summer sunN &

 

Refreshing, reflection, and looking ahead…

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One of the unexpected gifts of this season has been the opportunity to pause long enough to ask a question I haven’t had much time to consider over the past decade: What are the parts of my work that bring me the most joy? (IYKYK, it’s never servers and switches! gulp!)

Like many educators, I’ve spent most of my career moving from one challenge to the next, one school year to another, one initiative to whatever needed my attention most at the moment. There wasn’t much time to stop and look for patterns because there was always work to be done.

As I’ve reflected over the past few weeks, I’ve realized something interesting.

When I think about the moments that have been most meaningful, they rarely revolve around a piece of technology, a program, or a specific position. Instead, they almost always come back to people.  Dads who cry when they see me because their son is graduating and he wasn’t sure he’d make it out of elementary school. The teacher who found confidence they didn’t know they had. The leader who discovered a new way to support their team. The campus that decided that how we did things mattered more than the scores we received. The team that battled through a cyber security attack, even though it took weeks of stress. The relationships that were built through shared challenges, celebrations, and growth.

Technology has certainly been a significant part of my journey, and innovation continues to be something I’m passionate about. The commonality though in the work I’ve loved the most has always centered on leadership, culture, communication, appreciation, and helping people become the best version of themselves.

That realization led me to spend some time refreshing my speaking and consulting page. I wanted it to better reflect the work that has consistently energized me throughout my career.

The updated focus includes keynote presentations, workshops, consulting, and leadership development experiences centered around topics like intentional leadership, organizational culture, appreciation, navigating change, innovation, and the opportunities and challenges that come with artificial intelligence.

What excites me most is that these conversations aren’t limited to one role or one title. Whether I’m working with teachers, principals, district leaders, support staff, church leaders, or conference attendees, the underlying message remains remarkably similar to how I’ve tried to lead. The most successful organizations are often the ones where people feel a genuine sense of purpose, belonging, and appreciation.

I’ve seen firsthand that sustainable improvement rarely begins with a new initiative. More often, it starts when people believe they matter, understand their purpose, and feel equipped to make a difference.

As I look ahead, I’m grateful for the experiences that have shaped my journey and excited for the opportunities still to come. There are new conversations to have, new partnerships to build, and new ways to support the incredible people who dedicate themselves to serving others every day.

The page, my position, or even purpose may have received a refresh, but I’ll always be

 

PS: wanna chat?

📅 Schedule a Discovery Call
https://calendly.com/amberteamann/20min

🌐 amberteamann.com

📧 amberteamann@gmail.com

 

What’s next: Leading with clarity and appreciation

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For the past 25 years, I’ve had the opportunity to serve in public education in ways that have shaped me deeply as a teacher, a campus leader, and most recently at the district level.

I’m proud of the work we did with the team I built over the past 6 years:

  • Strengthening and stabilizing district infrastructure to support reliability at scale (<1% downtime for the end user thanks to redundancy!)
  • Supporting the district through significant growth, including the opening and operation of 8 new campuses and facilities (I’m like a blue print professional now!)
  • Building and developing a strong technology team, focused on service, responsiveness, and continuous improvement (<
    24 hour ticket response time!)
  • Expanding systems and support structures to meet the needs of a district that nearly doubled in size (please see the team of 5 that turned into the incredible team of 15)
  • Improving support processes and response times for staff across campuses and departments (tech talks, campus visits, student advocacy, oh my!)
  • Leading initiatives that aligned technology, operations, department SOP’s and instructional needs in practical, meaningful ways (operations playbook, automaticity of defined systems, automations galore!)
  • Creating opportunities for team growth and learning, including collaboration and field-based experiences with other districts (hosted ETx Tech meeting, tech team field trips, walk about Wednesdays
  • Maintaining a focus on efficiency and responsible resource management, ensuring systems were both effective and sustainable (systems that require amber teamann to microsmangae aren’t great systems!
  • Built and maintained a cyber security presence that was manageable b/c of our “security” incident that we handled, addressed and moved past withoout signifigant district cost (or newspaper headline!)

But that still didn’t ever address where my heart truly was… #iykyk

Leadership is less about what we build, and more about how we support the people doing the work.

Click To Tweet

Recently, I stepped away from my role at Crandall ISD.

It wasn’t something I had mapped out or planned in detail. But it was the right time to pause, reflect, and create space for what’s next.

At the same time, I was incredibly honored to be named this year’s recipient of the 2026 TETL Grace Hopper Award,  recognition that means a great deal because it reflects the kind of leadership I care most about: thoughtful, people-centered, and focused on impact.

So what now?

I’m taking this moment to reset and also to be intentional about the work I feel called to continue.

That includes launching Amber Teamann Consulting, where I’ll focus on supporting school systems and leaders in:

  • strengthening teams
  • improving systems
  • and leading with clarity in complex environments

It also includes continuing to speak and work with leaders across Texas and the U.S. through the Lead with Appreciation framework because I believe, more than ever, that how we lead people matters.

If there’s one thing this transition has reinforced for me, it’s this:

Strong systems matter.
But strong leadership, and how we show up for people? matters more.

I’m grateful for the relationships, the lessons, and the opportunities that have brought me here.

And I’m really looking forward to what’s ahead. 🙂

Supportingly and excitingly and as always,

Using AI like a leader, not a search engine

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Hot take for 2026:
If you’re frustrated with AI results, it’s probably not the tool. It’s the way we’re asking it to help.

A lot of educators and leaders have been using AI like a faster Google search or a quick fix button. And when that’s the approach, the output feels shallow, generic, or just “meh.”

Let me show you what I mean through a leadership lens.

❌ Weak prompt
“Write an email to staff about encouragement & leadership.”

Why it falls flat:
Too vague. No audience. No purpose. No context. The result sounds like every other email staff scroll past.

✅ Better prompt
“Write three versions of an email to campus teachers about leading through change during budget constraints. I’ll choose the best one and ask you to revise it.”

Why it works better:
Clear audience, clear situation, and room to improve.

✅ ✅ Strong leader-level prompt
Role:
Act as a former campus principal who became a director and now supports district leaders.

Task:
Here are three emails I’ve sent that landed well with principals. Analyze why they worked, then draft three new versions for executive directors leading systemwide change.

Format:
• Brief breakdown of what works
• Three concise, human-sounding drafts

Constraints:
• No corporate buzzwords
• Practical, not preachy
• One clear message per email

Stop when:
• Patterns are identified
• Drafts are written

Why this works:
It gives clarity, context, guardrails, and just as important… what not to do. That’s where leaders win with AI.

Better prompts don’t make you less of a leader.
They help you think clearer, communicate better, and lead with intention.

And this is exactly the kind of work I love talking about with principals, directors, and executive teams. If your district or organization is looking for practical, real-world conversations around leadership, AI, and systems that actually support people, I’d love to come speak with your team.

Leadership still matters.
AI just helps us do it better.

Walkabout Wednesdays: The moment you realize a principal is running your tech team…

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One of the first conversations I had when taking this position five years ago was with our newly hired network engineer. It had come time to renew the licensing and assigning of voicemail mailboxes for teacherss. There were lots of technical words that didn’t make a whole lot of sense to me, but the overall message was there was some action they need to be taken and it was a convoluted, complicated process. My engineer mentioned that we could simplify things by removing teacher voicemail altogether and having parents leave messages with the campus secretary, or even asking them to send an email instead  which is “how most communication happens now anyway.” It was in that moment that I realized the value of my prior experience as a campus leader. Helping a team to truly understand the reality of what happens on a campus versus what happens in an operational department when those experiences obviooooooously aren’t the same!
I told him the only reason he could say that is because he’s never experienced a rainy Friday afternoon dismissal with 650 kids under the age of 10 and everything that comes with THAT. From the panic to the last minute to the very dire questions like, “can you help him find his rain boots in the lost and found from last month’s sprinkling,” …there was no chance my secretary could have handled all of that. (scratch that, she absolutely COULD have, it just may not have gone well for my moms and dads!) We quickly figured out the license issue and made no changes to our teachers worlds.

Fast-forward to five years later, and these are still the conversations that I get to have with my team.

One of my core operation beliefs is that we should have a 48 hour turnaround time for a technology ticket that is entered. Handled, or prioritized, or shifted to the right solution finder…48 hours. Now, keep in mind that I have seven technicians for 7,500 students and about 1,000 employees. That covers six elementary schools, two middle schools,  and a big ol’ high school school in adsditions to admin buildings. We have not gotten below 50 tickets until this week, since the start of school. Some of that may be because of system changes that we’ve made, but it’s also just reality of our world.

It’s a struggle to communicate that I expect a greater sense of urgency around closing tickets.

Its just that I know how disruptive it is for a teacher when something isn’t working… it affects their whole flow and their ability to teach. But a technician may look at that same ticket and think, “That’s an easy fix, I can get to it later today,” without realizing that the teacher needed that tool to function at the level they expect of themselves. The disconnect is in how each side experiences the problem, and I’m trying to help the team understand the teacher’s urgency, not just the technical simplicity. But I also dont wnat to negate what all has to be done at tiomes to solve a problem. (Technology is witchcraft!) That doesnt even get into how many teachers now are brand new, or alternatively certified or gulp, when TIA comes into play…what in the world would I even do if I found out that during a TIA evaluation, their technology  crashed and burned, causing the class to revolt, which then imapcted thier potatial to get PAID MORE?? Ack!

I had  the opportunity to connect with the Belton boys (Do you know the Belton boys? Good people!) and the greatness of Marlo Gaddis over the summer at a conference and they brought up something that they had done that I thought was a genius idea.

I decided it was time for Crandall ISD to start quarterly Walk-a-bout Wednesdays. (or er, sit about Wednesdays…)

This is where I would meet with the principal and choose a teacher or classroom for my technicians to sit in for 45 to 60 minutes as quiet observers.… I wanted them just to witness what it looked like for a nonverbal student to struggle b/c an app wasn’t loading and what that could turn into. Or how frustrating it was for a teacher who couldn’t get their interactive flat panel to do what we’ve promised them that it would do… Or when random pop ups happen and you click the wrong choice and it all does downhill…not to FIX anything but just to see the environment.

And while yes, for people on my team it’s often just a couple of clicks, or a reboot, a refresh, an update…not a big deal, right? But it feels very different when you’ve got 25 sixteen year olds staring at you… or worse, 25 six year olds you have to turn your back on. We forget sometimes that what we can solve in seconds isn’t simple for the average user. Tech people know we can’t really break anything. We know we can always reset it. We know there are only four or five things it could be. But that teacher? Bless it. They’re carrying an entire grade level worth of TEKS in their head, plus 25 individual learning plans, plus whatever life is throwing at them that day, like chants of 6-7.. For them, it’s not “just a quick fix.”,  it’s just a lot. My goal to help RETAIN tachers b/c of awesome technology, not make it one struggle they have to deal with.
From my engineers to my administrative assistant to my technicians, we all particpated.  The experiences that they were able to share were thought provoking and encouraging. Their heightened appreciation for what teachers do was my favorite part. While I do think it’s going to require more than experiencing it once for it to really sink in, hopefully our team at leasts understand it’s an expectation to look at things through the teacher/student lens.
I’m also going to look at sending my team to surrounding districts for “field trips” next semester. Little half days where they can see how other districts developed systems or processes that they follow in what we could take away or recognize a choke point that we’ve addressed. There’s value in being forced to look at things through a lens you don’t normally use.

It’s easy to forget that what comes easy to you, isn’t easy for everyone. The technical technology part shouldn’t ever get in the way of what we’re actually here for: our teachers and students.

 

Hope this post find you warm and well, and as always I’m