McCormick Institute for Early Childhood

BY Safiyah Jackson | March 16, 2016

A woman wearing glasses and a suit is smiling in front of a flag.

Sim Loh is a family partnership coordinator at Children’s Village, a nationally-accredited Keystone 4 STARS early learning and school-age enrichment program in Philadelphia, Pennsylvania, serving about 350 children. She supports children and families, including non-English speaking families of immigrant status, by ensuring equitable access to education, health, employment, and legal information and resources on a day-to-day basis. She is a member of the Children First Racial Equity Early Childhood Education Provider Council, a community member representative of Philadelphia School District Multilingual Advisory Council, and a board member of Historic Philadelphia.


Sim explains, “I ensure families know their rights and educate them on ways to speak up for themselves and request for interpretation/translation services. I share families’ stories and experiences with legislators and decision-makers so that their needs are understood. Attending Leadership Connections will help me strengthen and grow my skills in all domains by interacting with and hearing from experienced leaders in different positions. With newly acquired skills, I seek to learn about the systems level while paying close attention to the accessibility and barriers of different systems and resources and their impacts on young children and their families.”

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

On March 3, my colleague and friend Mike Abel released a blog post about three mutually important, yet entwined, paths to Whole Leadership—leadership essentials, administrative leadership, and pedagogical leadership. Today, let’s spark a dialogue about one of them—leadership essentials.


This is the definition offered for leadership essentials:


“Leadership essentials are foundational competencies necessary for leading people that are expressed in personal leadership styles and dispositions. These essential competencies include awareness of self, others, and the profession; communication and team-building skills; cultural competence; and ethical conduct. Essential leadership qualities include courage, empathy, vision, inspiration, authenticity, and passion. Leadership essentials are often developed through reflective practice. These qualities are embedded in everything the leader does and are necessary for both administrative and pedagogical leadership.” 


As I ponder this definition, I wonder how the term and definition resonates with you. Should we use another term? What’s missing from the description? What are your stories of leadership essentials?


Here are a few of my ‘journal’ reflections of leadership essentials (LE) from March 3:


  • 8am: Two hours after reading the LE definition, one of my favorite quotes popped up in a another blog: “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” — John Quincy Adams This quote captures the essence of LE.
  • 11am: Five hours later, I was working with colleagues to plan details of the 2016 McCormick Center Leadership Academies. Specifically, we were organizing vision board and reflection activities. This effort shows we believe LE can be taught.
  • 8pm: I was enjoying one of my favorite pastimes—watching a theater production. I highly recommend the show The Compass. It left me thinking about how much our own ‘north star’ or compass is central to LE.
  • 10pm: During the post-show discussion a patron offered these words, “As an audience member, I’ve never helped write the story, so when I heard my comments used in the show, my interest piqued.” This made me think,if LE is about leading people, team-building, empathy, and cultural competency, we must create spaces for team members to contribute their ideas AND see them in action.

Safiyah Jackson, manages a portfolio of leadership academies focused on program-level quality improvement, and change management trainings. She develops strategic partnerships to foster high-quality early childhood program administration practices.

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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