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You Can't Afford Me
Making the leap from employment to entrepreneurship can be a scary time. The biggest fear people have is the unknown. Here on the “You Can’t Afford Me Podast” we speak with hustlers and innovators on how to make the most of your journey. If you have questions we have answers.
You Can't Afford Me
Principal's Playbook: Six Leadership Keys to School Success
Leadership isn't just a position—it's action that transforms organizations and lives. Dr. Keith Hubbard, drawing from 30 years in public education, reveals why so many school leaders struggle despite their best intentions and offers a practical roadmap for meaningful change.
As a former teacher, principal, and now Chief Academic Officer of his educational consulting firm, Dr. Hubbard has witnessed firsthand the leadership gap that exists in America's schools. "We are a nation at risk right now," he explains, connecting poor student preparation directly to leadership deficiencies in educational settings. The solution? Treating principals with the same coaching intensity that NFL teams give their quarterbacks.
The conversation unpacks Dr. Hubbard's six leadership principles from his forthcoming book "The Principal's Principles" - working smarter, elevating your team, embracing data, observing effectively, building authentic relationships, and following through on plans. Each principle is illustrated with relatable examples from sports, entertainment, and real-world experience.
What makes this discussion particularly valuable is how universal these principles are. Whether you're running a classroom, leading a hospital, or building a business, Dr. Hubbard's insights apply. "Leadership is a verb," he reminds us, emphasizing that true leaders don't direct from behind a desk—they're in the trenches demonstrating what excellence looks like.
Perhaps most compelling is Dr. Hubbard's framework for balanced leadership: "Empower, trust, then verify." This approach prevents micromanagement while ensuring accountability, creating environments where people thrive. For anyone aspiring to make a meaningful impact through leadership, this conversation delivers both inspiration and practical tools for immediate application.
www.themrpreneur.com
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Speaker 1:Welcome to the you Can't Afford Me podcast, where we skip the fluff and dive straight into the ground Real entrepreneurs, real struggles and the unfiltered journey behind success. Let's get into it. Hey guys. Welcome back to another episode of the you Can't Afford Me podcast. So again we're coming back to you with another virtual interview. Sometimes some of these top people we got to get a hold of can't get them in Richmond, so we got to do these things virtually. So a lot of you know I used to work in the mental health space, working as a behavioral specialist in the public school system for a period of time. So there are a lot of things with the educational system and trainings and things like that that I've become aware of, but today we have a true expert on the podcast who has a new book that's actually being released. So today we have on the podcast Dr Keith Hubbard. How you doing today.
Speaker 2:I'm doing pretty good. How you doing, sir.
Speaker 1:Fantastic. So give the audience a quick rundown, real quick, who you are and what you do.
Speaker 2:Hey, well, first of all, thanks for having me today.
Speaker 1:This is my first podcast, so this is a big deal for me. This is my first podcast so this is a big deal for me. My name is Dr Keith Hubbard I am a 30-year veteran of the public school setting.
Speaker 2:I've done everything from teacher to instructional specialist, to assistant principal, principal and director, and I am currently the chief academic officer of my own consulting firm, hubbard Educational Consultants, where we work with different school districts, helping them realize their movement towards improvement, and this is a passion of mine. I've always been intricately involved in school turnaround and school improvement efforts, and it's just something that is. You know, when you find your passion, you're not really working. So you know this is my passion. I don't feel like I'm working, I feel like I'm just trying to help out and share with the world and, as you mentioned, this book that we're going to be releasing soon is one that's strictly leadership and it's called the Principal's Principles. So I'm really excited about this work.
Speaker 1:Nice. So take the audience back. What initially got you into the educational space? Why did you even start in this field?
Speaker 2:That's a very interesting question. So I graduated from Norfolk State in 1989. And I graduated with a political science degree. I was going to be a lawyer.
Speaker 2:At the time, I was cutting hair in a place where I got a lot of my education on life, which is a place called Seymour's Barbershop, and I was doing well cutting hair, so much to the point that I didn't even use my degree. I just continued to cut hair. And I used to have lawyers that would come in and ask me if they could pay me for their haircut next week. And I'm saying to myself you're a lawyer and you want to pay me next week? Is this really a profession that's making a lot of money? And that's when I making a lot of money and that's when I had a lawyer. Explain to me, that depends on the market you're in.
Speaker 2:So I continued to cut hair and I started, you know, um coaching um little league sports, football and basketball. And I was coaching in a, in an area of underserved population, and my, my uh players asked me one day uh, why did I talk to them like that? You know? I said, well, I'm just using um proper english, I'm just using the king's english, you know. I said I'm just talking like your teachers talk to you. And one of my players said I ain't got no teachers. Look like you, coach keith, and I said maybe I'll go into teaching and so around about that time I was also getting married and if you're a barber you got to work on the weekends to make money Back in the day.
Speaker 1:You did these new barbers?
Speaker 2:they don't work on the weekends.
Speaker 1:Yeah, they're in systems now.
Speaker 2:Yeah, but back then you had to work the weekend to make money, and so I figured I would continue cutting hair but go into teaching. And once I went back to Norfolk State, got into this accelerated program, got my master's degree in early childhood education at my first classroom in 1995.
Speaker 1:and there that's really how I got into it. So what, what prompted you? Like the consulting business you have now like typically you don't hear, like your business was the first that I heard as a consultant in the educational space, because I think a lot of times from the outside perspective we look at the public school system. There's a lot, personally, that I would change with public and higher education, but it seems like you know it's a state funded thing, it's a public school, it's going to run, how it's going to run. So that seems to me like a difficult space to kind of get a footing in. So talk to us about why you even started that organization and problems that you saw that your team could solve.
Speaker 2:Well, first of all, it really came from my dissertation work.
Speaker 2:So I did my dissertation on school improvement efforts of schools and how they use their leadership teams to help them in improving the student academic achievement, and what I've found out was that from the research is that they really didn't involve them in what we call leadership pedagogy, and pedagogy is simply the methods in which they use. They really weren't involved in that, and so I started thinking. Like you know, nclb came out and we see these wide gaps in student achievement. You see African American students scoring 50 points lower than their Asian and white counterparts, but yet they're exposed to the same curriculum, and so, when I was a district, leader and a principal.
Speaker 2:That wasn't the case.
Speaker 2:And so when I started looking at different places that I had worked and places that I've worked with, there'd be this common theme that people aren't just being coached in leadership, they're given the job and they're said go forth and lead. And I think back when I got my job was a principal. It was okay, you're the principal, go forth and principal. There was no like one-on-one coaching. And so what led me to do this was I. I wanted to fill that void. Central offices don't have enough staff to fill that void. Like you look at a central office and you have a director. Like I was a director of elementary school leadership. I was responsible for 12 schools. Now in the world I can provide coaching to 12 people and do my other job at the same time. You need assistance with that and I think the more that you can coach, the less you have to evaluate. So I just wanted to write this book, to get to do this work, and it's been successful.
Speaker 2:It's been a journey, but you have to know some people to get into that space, and the other thing is people have to be willing to let you in that space. You know, it's kind of hard to sit here and say I'm not doing well and I need help. It's kind of hard for people here and say, um, I'm not doing well and I need help.
Speaker 1:It's kind of hard for people to have that, uh, as I call it remember the titans moment when the coach from um the white coach coach, yo sister coach boom, hey man this guy is kicking my butt.
Speaker 2:I need your help and they then work together and they get help. You know, I I want to be that help for people. So that's really why I got into this piece to be able to help folks, because I believe coaching is proactive and evaluation is reactive, and we do a lot of the reactive without doing a lot of proactive. So that's why I got into this space.
Speaker 1:So on that point, like you would think, like I mean teachers, principals, superintendents these are all people that have been tasked with developing the next generation of leaders and workers but it doesn't sound like a lot of thought is put into the training and mechanisms and preparing them for the jobs, like when I were. I saw this prevalently in the mental health space. When I worked in the mental health space, you know, everybody starts out as a community based counselor, and then I saw people getting promoted to managers and supervisors. They were great in the field of working with the clients, but they had absolutely no leadership training or anything. So I think oftentimes in these fields people look and say, oh, you're doing a good job. Next step up for you, naturally, is a leadership position, but they're not being trained. You see that, and is that one of the main missions with your organization is to change that narrative and make sure that these things are getting done well in advance versus just plopping people in these positions?
Speaker 2:Absolutely. I mean Because we are a nation at risk right now.
Speaker 2:Most businesses want to build businesses where there's an educated workforce because they need someone to be able to fill the positions once their business is there, and what we're seeing right now is that students are coming out ill-prepared. And what we're seeing right now is that students are coming out ill-prepared and you can trace that all the way back to their elementary school and their middle school and their high school experience. And so one of the ways we change that is through affecting the leadership. I cannot be a principal for every school, but I can. I can work with a lot of principals to help them become effective principals, transformative principals for that school, and that's what they need. I mean, the principal is so important to the schools that it is our responsibility to pour into them, to help them with
Speaker 1:these leadership tasks, because leadership is different and, like you're, saying you know you're teaching and you're a great teacher.
Speaker 2:Nine times out of 10, they snatch up to being an assistant principal, and then you go from that route to being a principal, and in every level of the school system, samuel, there is a coach for that position, except for the principal. There are teacher coaches. And teachers have other teachers to work with the principal coaches their assistant principal.
Speaker 1:But then when?
Speaker 2:you get to the principal level. Where's the coach?
Speaker 1:Yeah.
Speaker 2:It's not there and you're just assuming they'll be a good principal. They know what to do, and that's not always the case. Trust me. In my book, I talk about situations where I failed and had to learn from my failures.
Speaker 1:And that's when we learn.
Speaker 2:But sometimes people aren't given the grace to be able to do that my goal in my life. Right people aren't given the grace to be able to do that my my goal in my life right now. The impact I want to make is I want to stop them from making those mistakes by providing them with that coaching they need. So that that's where everything comes from in my, in my company. You know, my company stresses excellence, equity and empathy, and excellence for us comes from professional development, professional learning.
Speaker 2:Empathy comes from understanding where the person is and helping them chart a course where they need to be, and equity comes from giving everybody what they need to be able to get a bite of that out.
Speaker 1:And so that that's the lens we work from.
Speaker 2:So yeah, it's exciting work.
Speaker 1:Let's get into your book a little bit. So this is focused on leadership principles for principals. Okay, let's kind of go into that and keep it tight here for a second. What about your book is making this? Because when I first got in the business for myself, john Maxwell is the first author that I ran, after we were in the series too.
Speaker 1:Yeah, the utmost authority figure on leadership. I think he's written 20, 30, 40, 50 books, something like that. Okay, what is a principal going to get differently reading your book than they would? A General John C Maxwell leadership.
Speaker 2:That's a great question. So, first of all, I write my book from the preface I talked about the principal being a central, important figure to the success of the school, and so I use the parallel of the quarterback in the NFL Big sports. Junkie Loves sports. Play fantasy football. Coach sports, play sports. You're a.
Speaker 1:Cowboys fan, but we're not going to hold that against you today.
Speaker 2:Hey that's all right, but one of the things that we see from the quarterback relationship. The team knows they're so important that they invest four coaches in the quarterback. When that quarterback comes off the field, they're not sitting there watching the game, they're sitting on the bench with a tablet in their hand with headphones on somebody right beside them and they're getting immediate feedback on what they just did and how they can improve, not to mention the coaching they get throughout the week in preparation for that game on Sunday.
Speaker 2:So I contend that the building principle is just as important, and so this book was written to be that type of coach as the NFL has for the quarterback. So I developed six real simple principles and I'm going to go over those real quickly with you. So my first principle is work smarter. That's a combination of working smarter and harder, and I'm not talking about working extra time, I'm talking about understanding what the tools that you have at your disposal and making maximum effort. Because when you're working smarter, when you work smarter and harder at the same time, that's undefeated. I don't think that's a strategy that can be defeated. So that's what we want our principals to do. We go in depth in that in the book with the five different components. Where we talk about effort, organization, analysis, assessment and things of that nature are the five different components. When we talk about effort, organization, analysis, assessment and things of that nature are the five different components.
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Speaker 1:Principle, principle two is make your team better.
Speaker 2:There's only two ways to do that, man. Either you hire better players or you make the players you have better. There's only two ways to do that, man Either you hire better players or you make the players you have better.
Speaker 1:And so when you invest in people, they stick with you.
Speaker 2:I think folks all the time when you see a teacher leave a school it's not like they're going into into media firm to work.
Speaker 1:They're going to another school.
Speaker 2:They're not quitting the profession, they're quitting the person. So if you make your team better by investing in them and helping them to improve upon, their craft so they can operate at their maximum potential in an optimal environment. They'll stick with you.
Speaker 1:Let me pause you right there on that principle real quick, so like Steve. Jobs is like the GOAT entrepreneur to me. He's probably the entrepreneur I've studied the most, and when he took Apple to the next level and made it the behemoth it is today.
Speaker 1:he had one principle in mind I want to hire the best possible talent that I can in the world. And that's what elevated Apple to the next level. It wasn't the invention of the iPad or the new MacBook or anything like that, it was just getting the best people. And one thing I've learned from studying his principles and how he developed business it's a common notion. It's funny. This doesn't traditionally hit us, but when you put, like, a top level performer next to a C level performer, the A level doesn't come down to the C, thec comes up to the A. They feel the pressure and see, oh, this person's on a whole, nother level, and that that mindset starts to rub off on them. So that second principle I will stamp that and say that's something universal, not just for principals, but that's a universal.
Speaker 2:As I go through this this book is written for principals but these principles are universal for anybody in leadership and so I totally agree with what you just said with Steve Jobs, because if you have that leadership, that's contagious. People want to rise up to meet you where you are. And now you're starting to develop the next level of leader. Now we're breaking the cycle.
Speaker 1:You probably saw that in sports as a coach Like you got some star running back and a couple of other running backs. That ain't that good. When they're in practice with this guy, they're looking at him like man. I'm not that good. I got to put in some OT. Hey, coach, after practice I'm going to stick around. I'm going to hit the waiver. I'm going to do X, y and Z. It doesn't actually break it up to the next level and that's one of the things you know.
Speaker 2:In my book I talk about stories and I use real-world examples. Kobe Bryant is one of the people I focus on in my book and what he talks about and in that principle of work smarter, you know Kobe Bryant talks about he went through a whole season of playing basketball and didn't score a single point.
Speaker 1:He said not a free throw, not a layup, not anything, so in middle school or high school.
Speaker 2:He was like 11 years old and he didn't score a single point and he realized at that point I got to work hard and I've got to have goals to be able to meet what I want to be. So that's one of the examples in the book.
Speaker 1:I'm not going to talk it's a really good example, so I want you to read the book and find out about it. But then you know, if we go on to principle three, one of the things I think people are afraid of is data.
Speaker 2:But I tell people, all data are good data, but are you willing to accept the story that it tells and not not just accept the story that it tells, but what are you going to do about it once it tells you that story?
Speaker 1:See, we know how things are going.
Speaker 2:When you look at school systems they know, before the SOL tests come out how they're going to do. The question is, how did you respond along the way? And so I want them to make sure that they are in. All. Data are good data creating, data analyzing, data adjusting based off what the data tells you and moving forward. You know, I tell them that's something the average person moves past.
Speaker 1:You even take, like I listen to a lot of personal finance podcasts and read books on that and a lot of people that are in like massive credit card debt. They will not open up that app and look at balance. Like to them it's like out of sight, out of mind. I don't want to know about it. I know this problem exists but I don't want to analyze it. The people that get out of debt are the ones that are looking at their credit score every single week. They're looking at okay, I just paid this off. What's the interest rate on this? The more data you have in any business, the better you can perform.
Speaker 2:The schools that get out of accreditation jail, as I call it, of not meeting what they need to meet are the ones that are really looking at their data truthfully, adjusting and making those critical decisions that sometimes make people a little upset. I mean, I'm sure you get upset when you look at that credit card debt. But now that you've been upset, now that you've cried about, it now that you've screamed and yelled what are we going to do?
Speaker 1:Because the situation is still the same, so all data are good data.
Speaker 2:Fourth principle seeing is believing. If you see something, you don't have to try and infer to make it be something else, because I firmly believe that this is. This is where I talk about the power of observations and feedback. When you give an observation, what you see is what happened, and you have to give feedback on what you saw. And if you see a behavior that's not right and you don't address it, behaviors you don't address are behaviors you condone and you don't address it. Behaviors you don't address are behaviors you condone, and so you have to work at that.
Speaker 1:And so that's another one of the principles the fifth principle is relationships that matter.
Speaker 2:Now, I love this chapter because people talk about relationships matter, relationships matter, relationships matter. I put that little caveat in there that on purpose because relationships that matter are built off of honesty, trust and respect, and you should. I never went into a school as a building principal, or as a district leader, or even as a teacher to make friends. I went in there to do my primary job. The reality of the situation is. I've made tons of friends in that world.
Speaker 2:But I went in there with the mindset of my job is to either bring these students is to bring these students up to help develop these teachers, to put people in a good environment, and so when you have relationships that matter, when you're honest with people, they respect you. When your yes means yes and your no means no, they respect you, and so that is paramount to building a good organization. We have to be honest with one another, and I want people to be honest with me.
Speaker 1:You know, we just have to build that. I think that's also one thing that really deters a lot of people from a position of leadership is because they're not willing to face topics like that in the faith, like I've openly told my staff before, look bro, I had friends before you came here and I'll have friends after you leave. I didn't start a business to start a best friend club, like we're all here for a specific purpose. I want us to enjoy our time together, have fun and do some effective things and move forward, but I'm not going out with you to a show on the weekend and doing all this stuff. No, we have a task at hand. Too many people that aren't leaders that are put into a leadership position. They kind of default to that in terms of like oh, if I can just get these people to like me, then they'll follow me and do X, y and Z, but if they don't respect you?
Speaker 1:if your character is not at a certain level. If your leadership qualities aren't there, they're not going to respect you, they're not going to follow you, they're not going to stick with you.
Speaker 2:You're absolutely right. And in leadership, if nobody's following you, we don't call that leadership, we call it taking a hike so that's just the way I operate. The final principle is follow the plan.
Speaker 2:We spend so much time investing in writing plans developing plans, bringing people around the table to create action steps and smart goals, but then we never follow that plan. So, in the great words of Mike Tyson, everybody got a plan until they get punched in the face. So if you're not following your plan, how do you know it can be successful? So let's make sure that we spend time following the plan, and that, in essence, is my book. It's an easy read, it's very applicable. You can easily apply these things. And one thing I say at the end of the book as a leader it could be principle seven.
Speaker 2:but I don't have seven principles. It's just that you should always offer help as a leader, always be willing to offer help. People respect leaders that not only point out what's wrong but offer help to make that wrong a right.
Speaker 1:Yes, that's even on the subsidiary level, the people that I've worked with best at my companies over the years. I hate when people come to me. If a staff member comes to me and says, sam, we got this problem, okay, what's the solution? Before you come to me, if a staff member comes to me and says, sam, we got this problem, okay, what's the solution? Before you come to me with a problem, I need you to have already thought through how can we resolve this. The team members that I've had perform here the best are the ones that come to me and say, hey, sam, we had an issue with this, I've already fixed it. Here's how I took care of it.
Speaker 1:So, on the leadership side, I've always made it apparent to staff and I'm not saying I'm the model for this or anything, but from what you're talking about, these are some things that I've noticed and picked up on. I've always made sure that my staff sees me getting my hands dirty, like I never wanted to leave from this chair. I always wanted to be out in front. Like you know, you look at back in the old days of war, talking like the 1600s and 1700s, or even before that, the king or the leader of that army. He wasn't in the back of the crowd, he was right in the front, leading the charge. That's right. And the kings and empires that weren't successful were the ones that were sitting on their throne just pointing the finger, versus the ones that were actually on the battlefield with their teeth.
Speaker 2:If you look at the movie, one of my favorite movies, because in this book I talk about movies. I use sports, I use rap music.
Speaker 1:I use a lot of things that people can relate to to show these examples, but in the movie the Gladiator.
Speaker 2:They fought for Maximus because he was on the field with them and if you look at the battles, you see people getting ready to kill Maximus, that other people come up and sacrifice themselves for him Because leadership is contagious. And if it's great leadership, I don't think an organization can be all that it wants to be's great leadership. I don't think an organization can be all that it wants to be without great leadership.
Speaker 1:Leadership is important and leadership is a verb. You can't lead from your office. That's the same thing I tell building principals all the time.
Speaker 2:If you're in your office all the time, people will find a way to occupy your time. You want to be in to occupy your time. You want to be in control of your time. So where can you make the most impact? And that's what I'm talking about.
Speaker 1:Yeah, and going back to the sports reference, like you look at, we're both football NFL teams. You look at like, when they're analyzing these teams and they're talking about who's going to go to the Super Bowl this year, before the season even starts, One of the first things they're looking at is who's the leader in that locker room? That's right. And you look at certain teams like right now, let's take the Jets, for instance. I don't know who's going to lead that team. There's no way they're going to the Super Bowl if they don't have a clear and defined leader, and even on each side of the ball you need. I'm a Pittsburgh fan. We just got that new pick contract with TJ Watt. He is the leader on defense. It's extremely clear Not happy about the leadership that we got on the offensive side with Aaron Rodgers, but he is a proven leader throughout his years in the NFL. Organizations that don't have that person that has that strong leadership capability, you can only go so far.
Speaker 2:And when you look at that, that's a great analogy. But when you look at that from a school level, I remember I talked about the school leadership team. So a school leadership team is generally made up of teacher leaders at each grade level or content, the assistant principal, maybe your school counselor, instructional specialist. So you have different people that are leaders of other people within that.
Speaker 1:So, just like you said, the leader on offense and leader on defense, you need leaders at each grade level. You need leaders at each content.
Speaker 2:You need leaders in safety and security, you need people to take on these leadership responsibilities and you have to create that environment and I would say leaders should empower trust and then verify. That keeps you from micromanaging. So if you empower people with the tools they need, you trust they're going to get the job done.
Speaker 1:But you verify that they're doing it.
Speaker 2:That's a perfect tenant for leadership, so you know, that's what this book tries to do, and that's what our company does when we go out to work with schools.
Speaker 1:Love that, love that as we wrap up here. Tell people so first, as you've broken that down, I would encourage everybody. I don't care if you're in the school system or not. This is a book that you want to read if you're in a position of leadership, if you're aspiring to be in a position of leadership. I'm real big on. One of the best gifts anyone can ever give me is knowledge. So, like when somebody comes by and they give me a book, they're like hey, I know this is where you're trying to grow. Here's a book. So I'll definitely be buying some copies and sending out to some of my mentees on this piece. And sending out to some of my mentees on this piece Talk to us about the book release. When's it coming out? Where are people going to be able to get this book?
Speaker 2:Well, you're going to be able to get the book on Amazon through KDP. You'll be able to get the book directly through my website, which is hubbardeccom. I'm going to have a couple of book signings that are going to be advertised, but I expect the book to be out by next.
Speaker 1:Friday, what, but I expect the book to be out by next Friday.
Speaker 2:What's the date on that?
Speaker 1:August 1st.
Speaker 2:August 1st, august 1st, is the target date for this book to be released. You can follow me on Facebook. It will be on Facebook and Instagram and it'll be out there for you to see, and I just love for you to get this book and put it in the hands of somebody that wants to be successful in leadership. I wrote the book to make an impact and I truly believe if you read this book and you're a leader you will become a better leader.
Speaker 1:Last thing as we wrap this up if someone who's listening to this right now is a principal, someone who's listening to this right now is a principal, they're entering that level of their career where, right now, they may be assistant principal and moving on to that principal role. What would be one thing that you'd want them to take away from this podcast?
Speaker 2:don't minimize your impact understand that you can change culture by the way you do your job. When we talked about the beginning, that effort is contagious.
Speaker 1:And working smarter.
Speaker 2:If you go in there and you work smarter and harder, you know when.
Speaker 1:I went into my building. It was nobody's going to outwork me.
Speaker 2:I'm going to show them that I'm here to do this job and if you go into that pool with that mindset, people will gravitate towards you because they'll see what you're doing and they'll emulate your behaviors.
Speaker 1:Love it. Love it. All right, you guys heard it here Coming out August 1st. Get it on Amazon, go directly to the website. Purchase it there. Dr Hubbard, appreciate you being on the podcast today.
Speaker 2:I appreciate you having me. This was fun.
Speaker 1:Absolutely. We'll see you guys on the next episode. Are you an aspiring entrepreneur? Are one-on-one coaching, tailored strategies to your unique business goals. Dive into interactive workshops fostering skills essential for success. Looking for an inspirational speaker for your next event? Book Mr Prenuer to elevate your gathering. Visit wwwthemistaprenuercom to learn more and embark on your path to entrepreneurial success. Mr Prenuer, empowering your entrepreneurial spirit.