In a world of seemingly endless opportunities for educational innovation, it can be difficult for school leaders to know where to focus. Should they prioritize the building of a successful sports program? How about offering generous packages of financial assistance? Will the school be known for its impressive musical productions, rigorous curriculum, or exceptional classroom teachers? And how about the school’s marketplace focus– financial accessibility, academic superiority, or programmatic breadth?1 In Good to Great, author Jim Collins argues from longitudinal research that one reason organizations fail to make the jump from good to great is that they never land on
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