Don’t Let One Exit Create Chaos | Summer Shorts Series - Ep 23

🎙 The EdLeadership Pair Podcast

Now brought to you by Marzano Resources & Solution Tree

🎧 Episode Overview

A resignation from one key leader can create far more disruption than most school systems are prepared for.

In the first installment of The EdLeadership Pair Summer Shorts Series, Courtney and Mario tackle one of the most overlooked leadership realities: transition planning for single-point-of-failure roles.

Whether it’s an assistant principal, SPED director, registrar, counselor, principal secretary, librarian, testing coordinator, bookkeeper, or even the principalship itself—when one person owns critical systems and suddenly leaves, the gaps can create immediate confusion, stalled workflows, and major operational risk.

This episode provides a practical transition framework leaders can use immediately to protect institutional knowledge, reduce disruption, and create smoother onboarding for whoever comes next.

Because great leadership isn’t just about building systems.
 It’s about building systems that survive you.

💡 Big Ideas From This Episode

• Some leadership roles are “single-point-of-failure” positions.
 • Transition planning should begin before the vacancy exists.
 • A living transition document reduces chaos.
 • Leaders must map internal, district, and external touchpoints.
 • Not everything needs immediate handoff.
 • Historical documents matter because they preserve why systems changed.
 • Centralized storage protects institutional memory.
 • Exit interviews reveal truths leaders may never hear otherwise.
 • Strong transitions are a leadership responsibility—not a luxury.

🧠 Leadership Takeaways

1. Identify your vulnerable positions.

Not every role creates the same risk when vacated. Determine which positions carry critical institutional knowledge.

2. Build a living transition document.

Courtney outlines a practical framework that includes:

✔ Resource links
 ✔ Immediate handoffs
 ✔ Interim handoffs
 ✔ New hire handoffs
 ✔ Ownership responsibilities
 ✔ Timelines
 ✔ Historical artifacts
 ✔ System access
 ✔ Project status
 ✔ Annual cadence

3. Separate urgent from non-urgent work.

Not everything has to be solved immediately.

Use three categories:

Immediate: cannot stop
Interim: temporary ownership
Future: onboarding for replacement

This protects leader bandwidth.

4. Map the role’s connection web.

Every key role touches:

🏫 Campus teams
 🏛 District departments
 🌎 External agencies

Leaders must understand all three.

5. Centralize your systems.

If everything lives in one person’s Google Drive, OneDrive, or personal folders—you’re vulnerable.

Institutional systems should live in shared organizational hubs.

6. Audit before you replace.

A vacancy is an opportunity to ask:

• What’s working?
 • What’s broken?
 • What should stop?
 • What needs redesign?

Not every system deserves replacement.

7. Conduct meaningful exit interviews.

The most honest feedback often comes at the end.

Use it to improve:

✔ leadership
 ✔ systems
 ✔ culture
 ✔ communication

🔥 Powerful Quotes

“Transition planning becomes critical when there’s only one person doing the job.”

“Don’t feel like you have to close all the gaps—just know where they are.”

“Reduce the gaps.”

“If you build everything in a central hub, the organization protects itself from loss.”

“Great leaders prepare for the inevitable.”

🛠 Practical Framework: The Transition Plan Checklist

Section 1: Critical Resources

•  Important links 
•  Key files 
•  Essential tools 
•  Existing handbooks 

Section 2: Timeline Overview

•  Immediate handoffs 
•  Interim responsibilities 
•  New hire onboarding 

Section 3: Stakeholder Mapping

•  Internal campus contacts 
•  District-level contacts 
•  External community partners 

Section 4: Systems + Accounts

•  Shared drives 
•  Platform access 
•  Password transitions 
•  Data systems 

Section 5: Work in Progress

•  Active projects 
•  Incomplete work 
•  Delayed initiatives 
•  Upcoming deadlines 

Section 6: Annual Cadence

Map the role by season:

☀ Summer
 🍂 Fall
 ❄ Winter
 🌱 Spring

What matters most in each season?

🎯 Final Thought

Strong systems should survive turnover.

The goal of leadership is not to become irreplaceable.

The goal is to build systems so clear, connected, and protected that when someone leaves, the work keeps moving.

That’s not just good management.

That’s leadership.

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Join our growing community of school leaders navigating today’s challenges together.

Transcript

SPEAKER_03 0:00

Mario.

SPEAKER_01 0:01

What's up, baby?

SPEAKER_03 0:02

My bed director just resigned.

SPEAKER_01 0:05

Oh, that sucks.

SPEAKER_03 0:06

It does suck. She was the only one doing that job in the whole company. And now what?

SPEAKER_01 0:15

I hope you have a plan, baby.

SPEAKER_03 0:19

Yes, let's talk about creating a super sexy transition plan. Nice. When you only have one person doing the job and they're leaving. I'm Courtney.

SPEAKER_01 0:36

And I'm Mario.

SPEAKER_03 0:37

And this is the Ed Leadership Pair Podcast, now brought to you by Marzano Resources and Solution Tree. Whoa.

SPEAKER_01 0:46

What'd you say? Hey, that's kind of cool. A little bit of some backing, right?

SPEAKER_03 0:51

Got a little swag on.

SPEAKER_01 0:53

So we are wrapping our Marzano Resources and Solution Tree swag. And we want to thank uh Dr. Reigns, the CEO at Marzano Resources and Solution Tree, and the entire support of the company because they said, Hey, we're hearing great things about what you're doing. Why don't you come on and let us just be a partner with you? So, folks, those of you listening, thank you for your listenership because we are slowly growing, just little bits of growth at a time. Pretty cool.

SPEAKER_03 1:18

Pretty, pretty cool. Also, another update. This episode now officially begins our summer shorts series.

SPEAKER_01 1:25

Summer shorts.

SPEAKER_03 1:27

What Mario thinks that this is gonna start being a lot shorter.

SPEAKER_01 1:33

Yeah.

SPEAKER_03 1:34

I don't think it's possible because there's a lot of things we gotta say. Lots of words coming out of these mouths.

SPEAKER_01 1:41

We gotta remember that our educators are on summer. So while they want to hear from us a little bit, we want to just keep it short.

SPEAKER_03 1:47

Yeah, we'll see. We'll see. Good luck with that one. All right. So today's episode, are we ready?

SPEAKER_02 1:53

Let's go.

SPEAKER_03 1:53

Okay, so legit, I just had my SPED director resign and her last day was Friday. And I started thinking about, no, it's not good because she's also amazing and wonderful. Um, but it got me thinking about if you have someone in a role where they are the only person doing that job and they're leaving, then your transition, your transition planning becomes really critical. And it's something that I pay a lot of attention to now in creating a plan that I probably didn't pay enough attention to as a principal, if I'm totally honest. So um, if you're talking about schools and thinking about this, what like what kind of roles are we talking about here?

SPEAKER_01 2:34

I I do think campus administration. I just literally had a one-on-one coaching session on Friday with an elementary principal who lost her assistant principal about two weeks ago and just hired a good, she was excited about the person she brought on. But this person now is gonna have to learn the culture, learn the systems, learn the, you know, all the details. So I do think there are a lot of administrators, uh, principals who have one assistant. So I do think the assistant principal role is common. But you know, when you're thinking transitions and you were talking about your company and your sped director, it it made me think of, of course, everybody that works in a central office, anybody listening to us, there is one SPED director usually, or one ESL coordinator, or one professional development coordinator. So I think the central office is one of these places where a lot of times there is one position that that could be there. But for campus principals, I was thinking when you said this topic, I was like, Yeah, what about like my registrar, my counselor? Um, now if you're a big high school like we were, we had a bunch of counselors, but we had one lead counselor. I had to fill that role twice. That was that was really tough. And yeah, um, you know, you got to figure out what is that supposed to look like. And as we transition, so I think the counselor role, the receptionists, even in your front office, you a lot of times the receptionist, or who's like we always say the most important position in the campus? The principal secretary. Yeah, and a shout out to uh our sister-in-law who is a principal secretary, and just killing it, but the principal's administrative assistant is the is one of those. So I think you can go down the campus, the librarian you had mentioned. Yeah, so usually only one librarian. Um, so yeah, today you're just gonna spend a couple of minutes and yeah, helping us think through because you might have somebody listening right now that's in the summer that just lost that one person in that one role. Yeah, and you're like, oh no, what about a testing coordinator? Some bigger campuses have like a dedicated testing coordinator. I had to refill that position more than once. And so tell us, Courtney, what's going on in your mind as you're thinking about these positions that are it can't be like, well, the ninth grade team will pick up the Slack and induct the new member. No, because it it you are the one person in that role.

SPEAKER_03 4:40

Right. And nothing it also can be frustrating if you've got people that that role supports, and you're like, hmm, the people that I didn't hire to fill that role, are they gonna train them up on how to be their leader? Like that's it's true. You didn't give me the job, but I'll help, I'll help those who it's kind of on you to put something together and create this transition plan. So as I was creating the transition plan from my fabulous SPED director that was leaving, um, I just was thinking through, oh, maybe these are ideas that could be shared. So I'm mainly talking about creating ultimately a document that's kind of a living document over this transition timeline. Let's assume that the person has given you an like two weeks. Sometimes they're really kind and you get a full month or you get a month and a half or whatever, and you can spread it out. But if we are talking about building out a document that's this living, breathing document that you're gonna that you're gonna go over sometimes daily over the course of two weeks or a month, depending on how long they give you, then what what needs to be in there? So I was thinking about ideas of that. And what I ended up doing is on the very top, I have here are most important resource links. Here are the things that I know people are gonna ask me about. Here are the things that I know other people are wanting to see, or things that I know I'm gonna refer to multiple times as we go through this transition. So that's kind of the first section. Um, then I started getting into um different timelines as we were building it out. Like there's this idea of what are things that immediately right now need to be handed off because we've got to get somebody ready to do this job before they leave. Like you, she's gotta train them how exactly to do this because it cannot stop. Then you've got these interim handoffs where it's like this person's gonna carry the job until you hire somebody new. And then there are these handoffs from when the new person that you fill that role when they start. And we're gonna talk about onboarding and induction plans and all the things like you mentioned induction in the beginning. So that kind of idea. So you've got these timelines, and then separating out the document into these different timelines was helpful for me. So in each of these sections, we're talking about immediate interim and then handoff when the new person starts. I'm including for each of them work that needs to be done, what's the work area and the task, who's the owner, what are the updates and status notes, what's a target date of when the handoff for that thing is gonna be complete, and how often are you updating this document? Um, and then in addition to that, we're gonna talk about list of important people to assess their needs. Like if you have an assistant principal and they're you're the only one on campus, who do you need to make sure and check in with and say, what were you relying on this person for? You know, and so I don't know if there are some departments that you would think of as examples that you would check in and go, who was who was their this AP that left was their connection and they were spending regular time with them in meetings? What would that be?

SPEAKER_01 7:53

Well, I think if you're talking assistant principal, then you're probably dealing with different campus-based um grade levels or departments. Sometimes, you know, like this AP was the one really heading up the you know, K through three teams, and the principal was heading up the four, five, and six teams. Or so it could be, you know, figuring out who do we need to touch base with grade level leads, or maybe that assistant principal was leading your literacy work. And so now you gotta pull in the literacy, the teachers to be like, where did we leave this off so that we know how to either I, the principal, can get caught up and take it from there, or if we're gonna put the news, or it's gonna be a handoff of some sort. I think I love your idea of this spider web. And you and I always talk about getting on the whiteboard, and again, it's the old coach in me, but I like where this your little advice here like what's the work area, who's the task owner target date, and then who does it touch? So I'm picturing like a spider web on a whiteboard. You know, here are all the duties that are in this job, and I like your three categories, and now we start drawing little lines about who who's touch who else is touching this, yeah. So that we can go and check in and say, like, what do I not know was happening that was happening in in these three areas? I love what you're saying. Like, we either need to do something now that can't be just let go of, or we need to build in uh uh when they get here, they can take it from there, kind of thing.

SPEAKER_03 9:20

And maybe even audit, are there things that weren't going well that I don't want to hand over to a new person? I I know I need to just take it on. That's true, and or hire someone with that skill set.

SPEAKER_01 9:32

True. It would help with the hiring profile, though. I guess yeah, yeah, yeah.

SPEAKER_03 9:36

I think too, um, looking at if you're a campus person hiring, are there district connections that you need to make and make sure, same thing, but at the district level that you're saying, okay, was this person, was this AP? A lot of times they're in charge of safety and security on the campus and doing like maybe there's a district connection there or the counseling services or instructional coaches or whatever that you need to make sure you're communicating with. If you've got a registrar, you obviously need to check in with your PEMS coordinator and make sure at the district level that they know this person is leaving and do they have do they have advice on that's a super good point.

SPEAKER_01 10:14

I remember in our district the the district office connection to whatever your position was, they were always really helpful to say, like, yeah, we'll help with the onboarding. Uh, we can plug them in with the other three registrars in the district, and they can shadow so they can get their feet underneath them. Oh, you know what else popped in my head is a bookkeeper. Depending on the grade, depending on the campus level, you know, like a lot of elementary schools, the the admin assistant is the bookkeeper, but the higher up you go, you know, we had our own dedicated bookkeepers because our campuses were running such big budgets. Yeah. So I remember that was a big deal when I hired in. Um, I had a we had a longtime bookkeeper who had been at Westwood High School for multiple principals for probably 20 plus years, and then she retired about two, three years into my tenure, and I had to go fill this position that is like, oh man, this is a big one. That's a and to your point, it was not only getting her to touch base with all of the department leads and things in the school, but it was about making sure she was connected to everything at the central office that she was gonna have to interact with the athletics department, the you know, the finance department, the you know, I mean that that bookkeeper touches a lot of things. Yep. Yep. So even if you're hiring your admin assistant who is going to be your bookkeeper, now I've got to list that role out. I love you said that earlier. I better know all the roles because for every one of these roles wrapped into this one human, the central office is gonna have a different touch point with that person.

SPEAKER_03 11:38

Yeah, and I I think even then going beyond the district, are there external agencies that they may have had connections with for one reason or another? Um, and I can't I can't think of what I can.

SPEAKER_01 11:52

Your counselors, your counselors have all kinds of connections with community resources, uh outside social workers. Yep. Um yeah, right. So I think that's a great example of the the counselors um touch a lot of of community resources.

SPEAKER_03 12:06

Yeah, I like the idea, like you said, get on a dry erase board and map it and just put like we're just giving you categories of things to think about when you're doing that, but just mapping out what's our internal to campus or department or whatever it is level that you're hiring, and then what's the next level, and then what goes beyond the school or district organization that you are having to expand to to make sure you get all the points connected.

SPEAKER_01 12:31

I like it. I mean, and like you said, so you're really thinking three levels internal campus touch points, district level central office touch points, and then external community or other resource touch points from this one job.

SPEAKER_03 12:43

Right, yeah.

SPEAKER_01 12:44

Who has that who was that person working with? Because then we got to go touch base with that touch point and get a download. Where were we with this work group?

SPEAKER_03 12:51

And just reduce the number of gaps that you have when things get handed over.

SPEAKER_01 12:55

So reduce the gaps.

SPEAKER_03 12:56

Oh, okay. Oh, reduce the gaps. We're singing.

SPEAKER_01 13:00

It's your summer songs. Usually that's me. It's your summer song, leaders. Reduce the gaps.

unknown 13:06

Okay.

SPEAKER_03 13:08

Um, then I had a section in there for handbooks, historical documents, resource links. Because obviously, if there's any handbooks, then you want access to that. Are those are those things that need to be updated? Are they good and solid? Are they lacking? Are they non-existent? Like at least note whether or not they should be there, even if they aren't there, because that could be something that you ask of the new person coming in.

SPEAKER_01 13:32

Hey, as you as you on board and figure it out, you're gonna clean up this part of the of the handbook that is missing or this part of our documentation that's missing. That's a great idea. And I want to say this to principals or or anybody who's like this applies to you. You shouldn't feel like you're the one who has to close all the gaps, but you just want to know where they are so that as you bring on the new person, the new person can help you close the gaps. Yeah, because sometimes the principal's instinct is to then, oh my god, all this is undone, or it's not like, and I gotta do all this. Now, I loved how you started this conversation, which was just know what is the stuff that can't wait. Like, there might be some things the principal has to pick up in the immediate, immediate, because, like you said, some of my sped director's job cannot wait for us to hire a new sped director. Right. But outside of that, don't pick up a bunch of stuff, just be ready to hand it off strategically and maybe even improve the job is what I'm hearing you say. Yeah. Based on this new transition plan.

SPEAKER_03 14:30

Yeah. And I think to something that I learned with this particular transition, because we've had a couple transitions in in this role. And so it used to look different not too long ago, like just a year and a half ago. But there were reasons why we changed it. There were reasons why we moved it in a different direction. And so I really wanted to make sure we maintained those historical documents to say, sure, it was done this way before. So when somebody that has that legacy information is like, let's go back to the way it was, you're like, no, no, there's a reason why we didn't do it. So it was really important to me. Even though they were documents supporting an old way of doing it, they also told us why we're not doing it that way anymore. And I wanted to keep that record.

SPEAKER_01 15:15

So important. So important. That's really, really wise. You're a wise lady.

SPEAKER_03 15:20

Thanks.

SPEAKER_01 15:21

You're also, you're also pretty. Oh, you're pressed. She's pretty wise.

SPEAKER_03 15:27

Okay. You're in a space today.

SPEAKER_01 15:29

It was summertime, baby. Summertime. This is a natural summertime. You're gonna get me singing Will Smith. Uh, I'm gonna sing. Oh, I whoa.

SPEAKER_03 15:39

I'm gonna get a little sublime going.

SPEAKER_01 15:40

Yeah, no, you're gonna get us in trouble because now we got we got sponsors we have to answer to. Yep, nope.

SPEAKER_03 15:45

We're not gonna be singing any of that. Okay. Back it up, back it up.

unknown 15:48

Okay. Back it up.

SPEAKER_03 15:52

All right. So then after we talk about handbooks, historical documents, and resource links, then we have a section about what are the projects that are in flight, that are incomplete, or that had yet to be started. And so just having a list of those things and any responsive documents to those, any artifacts that go along with that, making sure it's all linked right there in one place.

SPEAKER_01 16:15

It's a nice time for an audit, like you said. That just feels like is this is everything that's tied to this job functioning the way that it needs to, or is there places we can trim?

SPEAKER_03 16:25

Yeah.

SPEAKER_01 16:25

Really smart. Yep.

SPEAKER_03 16:26

So, what are the systems and accounts that this person had access to that need to be transferred or new accounts made or whatever? And then overall confirming where is all your stuff? Where are all the files? Do I need to transfer like a OneDrive over or a Google Drive? Or, oh my good lord, there's so many places technologically that things could be hidden if you don't have the forethought to get access to that stuff.

SPEAKER_01 16:55

Isn't that one of the most dangerous ones? I and I'm I'm gonna let you talk about it briefly too, because I know Dr. Hockey's on this big push, you're your boss right now. But when we were at Westwood High School, we got into a space where everybody houses their own things. Let's say we were using Google in our district. So everybody had their own Google Drive. And when you lose a person, their drive goes with them. Like the district shuts it down, and you can do like a download, hey, share with us, but there's inevitably just pieces that disappear, just no matter how hard you try. So, what I know you guys are working on on your team that we were doing on my team is we stopped letting our systems be run through the individual's Google Drive. And we built, like, for example, at my school, we had a Westwood High School Central Drive for the admin, Westwood High School admin. And what my rule was for all my people was if you're building systems for the school, unless you're taking notes for yourself or something that you are gonna, you know, keep in your own little personal bucket, everything had to be in the Westwood High School drive, admin drive or counselor drive or receptionist drive. So if you think about every one of our positions, there was a central drive that would never ever leave that place. Yeah, you know, including when I left. I left and I had built all these systems and I left them for Aaron. So I walked away, I was able to take, you know, what I owned, but everything that the school that we had built over eight years worth of work, it didn't go anywhere. They they had it, they had it to keep going. So I think that's a real critical nugget here. I know for you guys right now, it's this migration into your Smartsheets and trying to make everything hub centrally for the same reason because you drop a team member, and all of a sudden, no matter how good that team member does in sharing everything with you, you're going to lose things. Whereas if you build everything in a central hub, then people can come in and out of the organization and the organization protects itself from loss right there.

SPEAKER_03 18:47

Yeah, yeah. That's what I've been trying to do with my smart sheet this year. We've heard, we've heard to make sure all the links are there so that if I get hit by a bus tomorrow, then everybody has access to everything. It's all in that one main document. So then we talked about timeline overview, and I mentioned earlier we've got immediate handoffs. This is something we got to handoff right now because we need to train whoever's taking it, and there can be no no gap. Reduce the gap.

SPEAKER_01 19:14

Reduce the gaps.

SPEAKER_03 19:15

Thank you. And then you've got these interim handoffs that can take a little bit more time and then the slower gaps. And then the handoffs for whenever the new person starts. Yeah. So also one thing that I thought would be monumentally helpful and impactful is can you get a cadence, like a picture of the cadence of the role over the course of a year? Like in the fall, what are the big things that happen? What are the busy peak times? What are the slower times? What are like what's the main work you're working on in whatever this role is? What are the what are the big pieces? So you've got the fall, the spring, the summer. And if you can get a picture from that person before they leave and have them lay out their job in the cadence of a of a school year, I think that would be really helpful.

SPEAKER_01 20:04

It's super helpful. I think that's again, wow. If you're if you're onboarding somebody that and whatever time of year you're onboarding, you say, okay, I'm gonna give you all your roles, all your responsibilities, all the systems, all the structures, who you talk to, where they come from, da-da-da-da-da. And I'm gonna prioritize it for you by where you are right now in your time of year.

SPEAKER_02 20:23

Yep.

SPEAKER_01 20:23

Right. So let's say you lose your counselor in October, but if we've got the counselor job seasoned out like that, it might either be an easy landing or it might be a darn hard landing. I love that thought of in schools, different positions carry different cadences depending on on the time of year and what's going on based on that role. Right. So I think that's a really cool last little layer to lay over the top of this to be able to as a leader. I think what you're helping us with, Court, is you're helping us to be better prepared for the inevitable, which is in today's educational culture, people just move a lot. They come in and they come out a lot faster. Yeah, people just come in and out. New AP here and there, new new principal. If you're a district leader, new principals here and there. I better this applies, you know. We didn't make that connection. If you're a uh a superintendent or a principal supervisor, this whole episode is for you. Have you built out the picture of the principal using this profile that you just described? God, that's so we're like, what other positions? Hell, the principal ship is this? Yeah, there's only one of them. And so if you're the supervisor of the principal, everything we just said, I'm like, light bulb duh, that should be part of understanding how to hire principals.

SPEAKER_03 21:33

Yeah, yeah. And leaving leaving things with this digital notebook of resources, if I had walked into a job with that, imagine would have been so helpful. And not even that you have to take all of it as Bible, but still having at least their perspective on what it was before they left.

SPEAKER_01 21:50

Yeah, but that way you have visibility to where to start. You're a brand new principal. We've both lived it more than once, where you're like, Well, I need months to get a sense of what's really going on. Versus imagine if somebody handed you this transition plan, yeah, and you can at least follow it until you have enough time to get your head around all of it yourself.

SPEAKER_03 22:09

Right. And then the last piece that I also really enjoy, I I didn't do it. I had a trusted um partner in our human resources do it intentionally, but I asked our HR to do an exit interview with her. I want you to dig in and I want you to really see is there any feedback that she has about our systems and processes, the way that we work? Is there anything about my leadership that you could get from her? I do think an exit interview is such a beautiful opportunity to get some true, honest, probably more honest than ever feedback than you will ever get in your um in your time supporting other educators. So now I have this document that Christy finished on Friday. She was my former SPED director. And we're now in this transition period. I hold, I do hold a lot of these things under my um responsibility now, but I also know what had to be handed off to other people. I know how I need to support other departments in our company, like sales and marketing and product and all of those pieces because I know exactly what Christy was doing with them. So that's it. That's that is that's all I have to share about that. Right.

SPEAKER_01 23:25

It's a great summer short. And we, over the course of the next, you know, two months, we will be throwing just these kinds of brain dumps out for our listeners because we know leaders are in the summer while the pace slows. There's still a ton of work to be doing and a ton of strategic thinking this time of year. So that's how Courtney and I are going to handle our summer months. We decided we're not going away, but we are just gonna shorten it up. We're gonna make them little discrete summer nuggets for you, summer leadership nuggets. Summer nugs. Just summer nugget.

SPEAKER_03 23:51

We've got some little summer nugs for you.

SPEAKER_01 23:53

So a reminder that we put together this little transition plan checklist. We are happy to share it with our listeners. If you'll subscribe to our newsletter, this is the type of resource we will push out. You can join our growing community at www.theedleadershippair.com. Also, we want to continue to publicize and remind everybody that on June 30th at 3 p.m. Central Time, Central Standard Time, we have been able to secure six campus principals who are leading in buildings right now across the entire United States. We're going to just hear from principals directly on June the 30th at 3 p.m. Finally, we say thank you to our partners at Marzano Resources and Solution Tree for their support. We will sign off our very first summer short of the summer of 2026. I'm Mario.

SPEAKER_03 24:43

I'm Courtney, and this is the Ed Leadership Pair Podcast. Thanks for listening.