McCormick Institute for Early Childhood

BY Robyn Kelton, M.A. | November 9, 2021

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.

We often hear center directors describe their first few years as new administrators as a time when they were “just trying to stay afloat,” “constantly putting out fires” (the metaphorical kind, hopefully), “simply trying to keep their head above water,” and “unaware of what they were unaware of.” One of the reasons the transition to an administrative leadership position can be so challenging is that directors are often promoted from their teaching positions. A promotion is a wonderful time for celebration. Yet, to shift from being a great teacher to being a great leader requires new skills, new knowledge, new boundaries, and new supports—things that may not automatically come with the promotion. And that is how feelings of celebration can quickly change to feelings of anxiousness, frustration, and being on the brink of drowning in their new role and responsibilities.


Helping administrators navigate this duality of both the highs and lows of shifting into a new leadership role is one of the reasons the McCormick Center for Early Childhood Leadership exists. Our founder, Dr. Paula Jorde Bloom, was once a phenomenal teacher. Her skills and abilities were recognized and she was asked to be a director. Once in the director’s role, Paula quickly learned that she was missing some critical information on how to successfully lead and manage a high-quality early childhood program. Thus, one of her life-long missions became helping new administrators gain the knowledge and skills needed to thrive. Three decades later, the McCormick Center is still proudly developing and delivering trainings, books, research, and other supports to foster the role of early childhood leaders.


Perhaps you are someone who, like Paula, has moved into an exciting new role and know that you will need guidance honing your leadership and management skills. We suggest taking time to stop and reflect on your new role, hopes, worries, potential obstacles, and plans to address those obstacles. This can go a long way toward beginning a leadership journey that focuses more on finding an Olympic-worthy backstroke rather than simply treading water. Below are some questions and resources to consider when thinking about your transition into a new leadership position. We even took the liberty of starting to answer the first one for you!


REFLECTING ON YOUR NEW LEADERSHIP POSITION


  1. What will be your go-to resources in your new role? The McCormick Center for Early Childhood Leadership, Child Care Exchange, Child Care Aware of America, National Association for the Education of Young Children (NAEYC), your local Child Care Resource and Referral Agency, others:
  2. What implicit biases or assumptions might you be holding as you begin your new position and what are some ways to tear down the biases?
  3. What type of leader do you hope to be, and how will you know if you are?
  4. How will you foster trust and a sense of justice in your program?
  5. How will you include staff and families in decision-making?
  6. What can you do to learn about and integrate into the community you serve (e.g., connect with local organizations that serve the community, spend time getting familiar with the area, attending community events, and meeting residents)?
  7. How might your relationships with staff members shift and how will you adapt?
  8. What are your expectations for yourself and your program staff?
  9. How will you prioritize your tasks?
  10. Where can you find training on administrative-specific topics?
  11. How do you plan to protect your work-life balance?
  12. When can you schedule structured time for self-reflection?
  13. Who are the people you can reach out to for support (e.g., other new directors, other more seasoned directors, professors/instructors, state coaches, and mentors)?


If you are a new director interested in professional development geared toward this new experience, register for Ready to Lead, a leadership academy designed for new directors (one day to five years of experience) https://mccormickcenter.nl.edu/services/leadership-academies/#rtl. Topics include building self-awareness, learning how to incorporate reflection into everyday routines, understanding your leadership style, shifting from peer to boss, and strategies for prioritizing. Registration opens in November 2021.


Robyn Kelton, M.A.is a Quality Training Specialist for the McCormick Center for Early Childhood Leadership at National Louis University (NLU). Robyn conducts training and research on the Business Administration Scale for Family Child Care (BAS) and the Program Administration Scale (PAS) and serves as a national reliability anchor for both tools. In addition, Robyn reviews BAS and PAS assessments for the assessor certification system. Robyn holds a Bachelor of Arts degree in psychology from the University of Kansas and a Master of Arts degree in psychology with an advanced certificate of study in organizational psychology from NLU. Robyn is currently a doctoral student in the brain, behavior, and quantitative science psychology program at the University of Kansas. Prior to joining the McCormick Center, Robyn spent three years as a lead teacher in a kindergarten classroom for an after-school program. Robyn’s research interests include leadership in early care and education, family child care, child development, and autobiographical memory.

By Cara Murdoch February 16, 2026
In early childhood education and care (ECEC), we know that some of the simplest ideas can carry the biggest lessons—and many of us have been singing “The Ants Go Marching” for years without realizing it might also be a leadership guide. Ants may be tiny, but their colonies run on teamwork, communication, flexibility, and a clear sense of purpose—all things ECEC programs rely on every day. By taking a closer look at how ants work together to support their colony, early childhood leaders can discover practical and familiar ways to strengthen teamwork, value every role, and lead programs where everyone is marching in the same direction for children and families. Ants are busy creatures; they work with a purpose and know their jobs in the colony. Ants exhibit teamwork and collective effort. Ant colonies demonstrate intelligence, division of labor, communication systems, and cooperative behaviors. They can recognize and respond to the colony's needs. They overcome their challenges through trial and error, learning from their experiences, and sometimes even develop innovative strategies. In the ant colony, individual ants work together as a unit, each with a unique role that determines the colony's survival and success. The ant colony functions just like a superorganism, where the actions of each individual ant are a part of the highly efficient system that supports the whole colony. This concept of collective action is closely related to human teamwork! Ants have a lot to teach us, as we work in ECEC. teamwork Just as ants collaborate, relying on their communication and coordination to complete tasks, humans thrive when working together, as each individual brings their own unique skills and perspectives to their “colony.” Ants depend on each other. Each ant has a specialized job, and the colony relies on the cooperation and coordination of all its members to thrive and survive. Each ant’s contribution, no matter how small it may seem, is vital to the success of the colony as a whole, and the strength of the group is built on the cooperation of each individual. Similarly, in ECEC programs, teamwork — working together and helping one another —leads to better results than trying to do everything alone! When we collaborate, we pool our strengths, share our knowledge, and support each other, which can lead to more creative and efficient solutions. Each person in the program brings unique skills and perspectives, filling gaps and helping compensate for one another’s weaknesses. This shared effort allows your program to tackle tasks and achieve goals that would be difficult, if not impossible, for one individual to accomplish on their own... just like in an ant colony! Adapting to face challenges Ants are highly adaptable creatures. Have you ever watched a disrupted colony hurry to move the uncovered eggs to a protected space? They respond quickly to changes or disruptions in their environment. Their ability to quickly assess new situations and adjust their behavior will help the colony continue to function efficiently, even when the unexpected happens. Their adaptability is the key to their survival, allowing them to overcome obstacles and thrive. Early childhood programs also need to adapt to challenges. When unexpected changes occur, each person needs to be flexible and find new ways to contribute to the program's success. Just as ants adjust, programs must reassess their strengths, collaborate, and develop alternative solutions. Adaptability is essential for proper teamwork! honoring individual roles In an ant colony, different ants take on very specific roles. There are worker ants, soldier ants, and the queen ant. Each ant’s role is crucial to the success and survival of the colony, and all roles are interdependent; they work together to achieve common goals. This division of labor that exists in an ant colony can be compared to the different roles and unique talents found in an ECEC program. Just as ants rely on each other to perform specific tasks, each ECEC team member brings their own expertise and skills to the program. In a project or workplace setting, one person may excel at brainstorming creative ideas, another might be skilled at organizing tasks and managing timelines, and someone else may be particularly adept at technical skills or problem-solving. This diversity of roles within a team ensures that every aspect of a project or goal receives focused attention. In center-based programs, there are the director, teachers, kitchen staff, and other roles as needed. The diversity of roles in a program helps to ensure that the program is successful and thrives. clear purpose and goals In an ant colony, survival is the common goal. The colony’s success depends on each member performing its specific role. Their unwavering focus on the survival of the colony is connected to their success. It demonstrates the power of their collective action, driven by a clear and unified goal. ECEC programs thrive when they are aligned around a shared and clear purpose and goals. When program members understand and commit to their common goals, the well-being and growth of children and families, their efforts will become more effective and coordinated. Just as ants bring different strengths to the program, each person brings different strengths to the program. It is alignment around shared goals that enables the program to overcome challenges and succeed. When everyone in the program is clear on the goals and helps work together toward them, the whole program becomes more focused, resilient, and motivated - just as an ant colony becomes stronger when every member is working toward survival! Ants work together harmoniously to achieve their common goals; they set aside individual competition in favor of colony cooperation. Each ant focuses on its specialized task. This spirit of ant cooperation is key to the colony's survival and success, as it enables the colony to accomplish more complex tasks than any single ant could manage alone. ECEC programs can benefit from adopting a similar approach that emphasizes collaboration and shared goals over individual achievement. In an ECEC program, when members support each other and work together, they can leverage each person’s strengths to accomplish more than they could individually. Instead of competing for recognition or resources, each member can focus on the program’s success, fostering a more positive and productive environment. learning from ants Ants have so much to teach ECEC programs when it comes to cooperating and working together as an effective team. Whether it's knowing your own role and abilities, supporting each of your fellow team members, communicating clearly and effectively, being flexible, or avoiding competition, the ant colony is an excellent example of these qualities! Let your ants go marching!!! Ant Life, author unknown I am just an ant, A small life is what I live, But I have dreams for bigger things And so much more to give If only I could grow A foot or two would do I could live a life That others look up to.
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