McCormick Institute for Early Childhood

BY Tarah Kadzielawski | April 3, 2016

This document may be printed, photocopied, and disseminated freely with attribution. All content is the property of the McCormick Center for Early Childhood Leadership.

In last week’s Whole Leadership post, Teri Talan started us in a new direction, Administrative Leadership. My personal background is similar to many other program leaders in our field—I was a strong teacher who was promoted into administration. In my personal experience with administrative leadership, I felt I could handle pedagogical leadership and thought I had many leadership essentials; however, I knew I was in need of some support and resources to build up my administrative leadership skills. (In hindsight I’m sure I was in need of more resources for pedagogical leadership and leadership essentials as well, but that is a different blog post.)


To build up my administrative leadership skills, I turned to the resources at my disposal. There were director’s networks—I was involved in—related to different funding sources such as Head Start and state pre-K. However, these didn’t provide the administrative leadership skill development that I sought. Two professional learning opportunities that I participated in did help develop my administrative leadership skills:

  • Taking Charge of Change: Opened my eyes or caused me to rethink aspects of leadership such as: Building a vision and clearly communicating it to staff; recruiting, hiring, and orientating; and how to give effective feedback to name a few.
  • Technology of Participation(ToPs): Taught me facilitation methods to help groups think, talk, and work together. Great for shared decision making.


I probably could have read more books, articles, or journals, but I felt overwhelmed as a new director. I was constantly putting out fires. If I could go back and give my younger self any advice, it would be to make time to learn about, develop, and practice the administrative leadership skills. I think if I had more administrative leadership skills working at the time, I would have been putting out fewer fires.


As I have continued my journey, I think about administrative leadership skills more broadly. Lately, I have been finding myself talking with colleagues about how administrative leadership skills—at their core—should be transferable to other professions. I noticed in many e-mails I receive from Exchange Everyday, they often provide information from the Harvard Business Review related to leadership and management topics. I was also at a training not that long ago when someone told me about ATD. What’s ATD you ask? It is the Association for Talent Development. They provide resources on a variety of topics including leadership.


Tarah Kadzielawski is the e-learning Manager for the McCormick Center for Early Childhood Leadership at National Louis University. Previously, Tarah served as an assessor and training specialist for the McCormick Center. She holds a Master’s degree in Early Childhood Leadership and Advocacy. Prior to working at the McCormick Center, Tarah worked as a classroom teacher, a program coordinator, and a director of an accredited early childhood center serving low income families and included Head Start and Preschool for All children.

By Cara Murdoch and Sherry Rocha December 12, 2025
By Cara Murdoch and Sherry Rocha Community collaborations can strengthen your early childhood program, expand services for families, and increase your visibility and credibility as a trusted resource in the community. But effective partnerships don’t begin with a phone call—they start with a plan. Start with internal planning Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: Members of your board of directors or advisory board Program staff members Interested family members and parents of enrolled children. REVISIT your mission and goals A clear, shared understanding of your program’s purpose will guide effective partnerships. Before reaching out to community members or organizations, gather insights from your internal team. Hold a brief planning meeting to discuss goals, identify needs, and build a shared vision for collaboration. Consider including: What is your mission? What strengths and expertise do we bring to the community? What challenges do our enrolled families face? What support or resources would be most helpful? What can we offer potential partners in return? Clarity about these questions will ensure that your outreach to community members and organizations is focused and meaningful. Learn about local resources Begin exploring the services and organizations that exist in your community. These may become valuable referral partners or direct collaborators. Examples include: Early intervention services Family support agencies Mental health providers Multilingual tax-preparation volunteers Knowing these resources helps you connect families with the help they need. share your space and services Your early childhood center may be a valuable asset for other groups. Consider offering your space to other programs or groups to strengthen your role as a community hub. Possibilities include: Scouting America or Girl Scout meetings Parenting workshops or support groups Health screenings or nutrition programs Community committee meetings participate in community events Raising visibility in your community opens doors to partnership. Become involved in: Neighborhood clean-up days Local fairs or festivals Library literacy events Cultural celebrations School district events These types of interactions naturally build trust and relationships. build and expand your network Partnerships often begin with small conversations or shared goals. Stay curious and connected—the more people you meet, the more opportunities arise. Potential collaborators include: Museums Public libraries Human services departments Colleges and universities Local schools Cooperative Extension services Hospitals and clinics Banks and financial advisors Mental health agencies Early intervention programs Remember: partnerships are mutually beneficial Successful collaborations are built on: Clear communication Shared goals Appreciation for each other’s strengths A commitment to supporting families and the community Whether the support you receive is financial, advisory, or educational, strong partnerships help everyone thrive. A final thought Community partnerships don’t happen overnight. With the proper planning, your early childhood program can become a powerful and connected resource in your neighborhood. Start small, stay open to ideas, and let relationships grow.
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