I've spent years traveling to schools across the country talking about kindness, and I've noticed something troubling: we're collectively good at believing in kindness, but we're collectively bad at practicing it. The most recent data we've gathered from schools shows that unkind behaviors are up, anxiety is increasing, staff turnover is high, and morale is low.

As superintendents, you have a unique vantage point. You see these challenges across multiple schools and have the authority to implement systemic solutions. You're positioned not just to influence a single campus but to transform an entire district's approach to kindness.

The Superintendent's Challenge

The challenge you face isn't promoting the idea of kindness—most of your campuses already believe in it. The real challenge is addressing the gap between moral knowing and kind action. We can know something is important and still fail to behave with kindness effectively. This gap exists at every level of your organization: from board meetings to bus rides home.

As district leaders, you set priorities that cascade throughout your system. When you make kindness a strategic priority rather than a feel-good initiative, you send a powerful message that shapes budgets, policies, and daily practices.

Tip 1: Lead Your District Beyond "Confetti Kindness" to Comprehensive Character Development

As a superintendent, you can shift your district from superficial kindness initiatives to deeper, more sustainable approaches.

Superintendent-Specific Action Items:

• Direct your cabinet to audit current kindness initiatives district-wide, identifying where they fall on the spectrum from "Confetti" Kindness to “Deep” Kindness
• Allocate professional development resources specifically for teaching the competencies that enable kindness
• Make character development metrics part of your strategic plan and board presentations
• Create a district-wide position or designate an existing leader to oversee kindness/character initiatives across campuses
• Protect time in the master schedule for character development programming
• Champion budget allocations that support comprehensive, evidence-based character education programs (CharacterStrong is happy to help here!)

Your role gives you the unique ability to protect these initiatives when budget constraints arise. When kindness is integrated into your strategic priorities rather than treated as an add-on, it survives budget cuts and leadership transitions.

Tip 2: Model and Incentivize Deep Kindness at the Leadership Level

As the district's most visible leader, how you treat your principals and central office staff sets the tone for how they'll treat teachers, who in turn influence students.

Superintendent-Specific Action Items:

• Begin cabinet meetings with a short practice focused on connection (we have lots of tools for you here)
• Implement a "walk the talk" policy where district leadership participates in the same character development training as school staff
• Include kindness competencies in principal evaluations and goal-setting
• Personally and systematically recognize and celebrate administrators who excel at fostering kind school cultures
• Conduct regular "climate walks" where you observe and provide feedback on the relational environment in schools
• Create specific times in your calendar dedicated to staff appreciation that goes beyond generic "thank you" messages

A few years ago, an educator told me their least favorite compliment from an administrator is "Thanks for all you do"—because it signals the leader has no idea what they actually do. As superintendent, your specific, authentic acknowledgment of staff models the kind of kindness you want to see throughout your district.

Be more than a “thanks for all you do” district.

Kindness as a Superintendent's Legacy

Many superintendents hope their legacy will be improved test scores or new facilities. While those achievements matter, what if your greatest contribution was fostering a district-wide culture where kindness wasn't just talked about but systematically practiced?

By aligning resources, protecting time, measuring what matters, and modeling kindness yourself, you can create lasting change that extends far beyond your time. In a world where superintendents serve an average of just five to six years in a district, the kindness culture you build can outlast any program or policy you implement.

Education is the number one pathway to long-term change. If superintendents don't prioritize teaching the competencies of kindness in our classrooms, we will continue to live in a culture where kindness is the exception, not the rule.

What kind of district are you preparing for your students? And more importantly, what kind of students is your district preparing for our world?

At CharacterStrong, we offer a variety of resources that can be implemented in your schools. Check out our free kindness resource, which includes staff and admin CharacterDares, to start spreading kindness today! If you'd like to learn more about deep kindness, check out Houston Kraft's book, "Deep Kindness." Get your copy today.