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California Professional Standards for Education Leaders Ā· 6C–1

Work with the governing board, district and local leaders to influence policies that benefit students and support the improvement of teaching and learning.

Policy influence is strongest when leaders connect classroom and student experience to governance responsibilities, feasible options, and evidence that decision-makers can use.

What this looks like in practice

Site leaders bring implementation knowledge; district staff bring system context; boards govern through policy, priorities, and oversight. Productive influence respects those roles while making consequences visible. Surprises and end-runs weaken both relationships and the proposal.

{"A concise policy brief can focus the work"=>"problem, affected students, evidence, current authority, options, equity and operational implications, recommendation, cost, implementation, and measures. Student and educator voice should deepen\u2014not decorate\u2014the evidence."}

Developing the practice

Align the pathway

Identify the right sponsor, decision venue, timeline, authority, and administrative partners before advancing a recommendation.

Build an implementable case

Pair student-centered evidence with options, cost, capacity, safeguards, and a realistic account of school-level execution.

Support oversight

Report progress, exceptions, experience, and outcomes in a form that helps governing leaders learn and adjust policy.

Useful connections

Leadership voices

SDLA interviews can give aspiring leaders examples of how specialized district roles translate policy into operational practice.

Explore SDLA leadership voices →

Questions for reflection and mentoring

  • Am I bringing decision-makers a concern, a demand, or an implementable policy case?
  • Which governance and administrative roles must be aligned for the change to endure?
  • What reporting would help the board oversee impact without micromanaging operations?