"Momentum breeds motivation." — Tony Robbins
In many schools, leaders believe they must convince every single teacher before making any real progress, often spending precious time trying to sway the most reluctant voices. We believe that if everyone isn’t on board, change can’t take root. In reality, meaningful improvement is sparked by a small group of enthusiastic early adopters. These are the teachers who see potential in new initiatives, take risks, and learn from trial and error. Their successes inspire momentum, rapidly drawing in the rest of the school community. Rather than focusing on holdouts, invest in those who are already ready to move forward—they’re the true catalysts for transformation.
In the context of Everett Rogers' Diffusion of Innovation theory, school leaders should recognize that the key to fostering positive change is not persuading the most resistant staff members, but rather empowering and supporting the early adopters.
The Role of Innovators and Early Adopters in Schools
Innovators are the trailblazers—the educators who experiment with cutting-edge instructional strategies and new technologies. While crucial for initial trials, they typically represent only a small portion of the school community, especially when school improvement efforts are new or have repeatedly failed to make significant gains in the past.
Early Adopters follow closely behind. These respected opinion-leaders within the school are deliberate in their adoption, and they influence their colleagues by modeling what the fruits of success. Their endorsement of new practices often inspires the early majority to take action.
Why Early Adopters Matter
Early adopters play a critical role in validating new initiatives. They provide the proof points that the early majority—those more cautious and pragmatic—look for before committing to change. When early adopters are well-supported, celebrated, and successful, they become powerful advocates for innovation.
Strategies for Supporting Early Adopters in Schools
Provide Tailored Resources and Training: Ensure that early adopters have what they need to succeed, such as curricular resources, professional development, planning time, and access to feedback loops.
Celebrate Success Stories: Highlight early wins during staff meetings, in newsletters, or on school social media. Recognizing the early adopters’ hard work and progress reinforces the value of their efforts and builds enthusiasm.
Facilitate Peer Learning: Encourage early adopters to share their experiences with colleagues through peer observation or mentorship programs, or ask them to lead mini-PD sessions on inservice days. This can help bridge the gap for more hesitant staff members.
Moving the Early Majority
The early majority represents a large portion of the school community and requires evidence that the new initiative works before being willing to adopt it. Once this group buys in, widespread change becomes achievable. Leaders can guide this group by providing:
Clear data and exemplars showing positive outcomes from early adopters.
Structured opportunities to observe new practices in action.
Support systems such as collaborative planning and troubleshooting sessions.
When to Address Resistance
It’s essential to note that not all resistance is disruptive, but leaders must be vigilant in addressing behaviors that could undermine the initiative. As Jon Gordon reminds us: "The worst behavior a leader tolerates becomes the standard." If laggards actively resist in ways that disrupt the work of others, it’s crucial to:
Set Clear Expectations: Reinforce non-negotiables and communicate how their actions impact the broader school community.
Hold Private Conversations: Address concerns respectfully but directly in one-on-one meetings. Calling out negative behaviors in public may lead to further resistance or damage the leader-teacher relationship.
Provide Individualized Support: Resistance often stems from fear or uncertainty. Providing additional facilitative or transformative (not necessarily directive, which addresses skills, not emotions) coaching can sometimes ease their concerns.
The Power of Positive Momentum
When early adopters thrive, they spark the momentum needed to bring others along. By focusing on the educators who are ready to lead the way, school leaders can build the trust and energy necessary for lasting change.
Change doesn’t require convincing everyone from the start—it requires creating conditions where early adopters can shine. Their stories of success will resonate throughout the school community, demonstrating that progress is not only possible, but inevitable.
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