Special education organizations devote significant attention to recruiting and developing educators, but another workforce challenge is often less visible: Who will lead these programs, schools, and organizations next? Strong special education leadership does not happen by accident. Yet many organizations wait until a leadership vacancy occurs to begin thinking about succession. At the same time, talented practitioners and emerging leaders may have limited opportunities to build the supervisory, strategic, organizational, and people-leadership skills required for their next role.

This webinar shifts leadership development from a future concern to a present organizational responsibility. Participants will explore how to identify leadership potential, develop middle and emerging leaders, create meaningful mentoring and stretch opportunities, build pathways from practitioner to administrator, and approach succession planning as an ongoing capacity-building process rather than an emergency response. Using a practical leadership-pipeline framework, participants will assess the strength of their own organization’s pipeline and leave with concrete strategies for developing future leaders while strengthening continuity, institutional knowledge, and organizational resilience today.

By the end of this session, participants will be able to:

• Identify at least four organizational practices that contribute to a sustainable special education leadership pipeline.
• Differentiate leadership potential from strong individual performance and identify competencies that emerging special education leaders need to develop for increasingly complex leadership roles.
• Assess at least one strength and one vulnerability in their organization’s current approach to leadership development and succession.
• Develop one actionable strategy for identifying, mentoring, or preparing an emerging leader within their school, district, program, or organization.

This webinar is sponsored by: Special Education Leadership Partners (SELP)

Disclaimer: CEC does not endorse or recommend programs, products, or services from external sources.