“To lead yourself, use your head; to lead others, use your heart. Always touch a person’s heart before you ask him for a hand.”
— John C. Maxwell

John C. Maxwell is, in my opinion, one of the pioneers in helping us better understand our role as leaders. This quote, in particular, serves as a powerful reminder of the balance required in leadership—logic for self-discipline and decision-making, and compassion when working with others. My hope is that it resonates with you as deeply as it does with me.

Those we serve—our stakeholders, our students, and our communities—deserve leadership grounded in heart. They need someone who not only understands policy and procedure but also values people and relationships. There is tremendous responsibility in doing what is right, especially when it comes to our children and the communities that depend on us. Leadership should never be driven by personal gain or the desire to secure votes or approval. Decisions made for popularity rather than purpose ultimately come at a cost—and too often, that cost is paid by those we are meant to serve.

This reality is part of why I have often reflected that I might struggle in an elected position—or at the very least, not last long. I have always led based on what I believed to be morally just, right, and aligned with my core values. That commitment has guided my decisions, not only for myself but for those I serve. Were my decisions always popular? Absolutely not. Were they always right? No. It would be unrealistic, and frankly egotistical, to suggest otherwise. Leadership is imperfect, and growth comes from acknowledging that.

What I did strive to do, however, was communicate openly and honestly—especially when decisions were difficult. Even when the message was hard to deliver, I believed it was better to be transparent from the start. Trust is built through honesty, not avoidance. Anyone who knows me would probably tell you I am not cut out for deception anyway—I suffer from what I jokingly call “Dan Guilt.” But in all seriousness, people can sense authenticity, and they deserve nothing less.

At the heart of leadership in education is a simple but powerful truth: the decisions we make should prioritize what is best for students and their future—not our own comfort, image, or advancement. Our children are depending on us to create opportunities, remove barriers, and advocate for what they need to succeed.

Former Prime Minister of Great Britain Tony Blair once said, “Any parent wants the best for their children. I am not going to make a choice for my child on the basis of what is the politically correct thing to do.” This perspective reinforces what should be a universal principle in education—politics should never outweigh what is best for children. Decisions about education should be rooted in opportunity, access, and long-term impact, not ideology or public pressure.

Whether you are a parent or not, this idea still applies. Most of us have children in our lives—sons, daughters, nieces, nephews, grandchildren, or even students we’ve built relationships with—who matter deeply to us. When you think about their future, the answer becomes clear: we all want them to have the best possible education and every opportunity to succeed. That same standard must be applied to every child in our care, not just the ones closest to us.

When it comes to serving our school communities, we carry both a responsibility and a privilege. We owe it to our students to make decisions that reflect their best interests, even when those decisions are difficult, unpopular, or misunderstood. Leading with heart means choosing courage over convenience, integrity over approval, and people over politics.

In the end, true leadership is not about being right all the time—it is about being real, being principled, and being willing to put others first. If we can do that consistently, we not only lead effectively—we lead in a way that truly makes a difference.