If It’s Stored in Your Head, It’s Not a System

One of the hardest lessons I’ve learned as a second-year leader is this: Just because I said it, or even modeled it, doesn’t mean it landed. Everyone takes in information differently, and the assumption that everyone gets it can be a silent productivity killer. If your systems live only in your head or your inbox, they’re not systems—they can create unnecessary friction, confusion, and even burnout.

When you’re leading staff across different cultural backgrounds, communication styles, processing speeds, and professional experiences, clarity is care. Writing things down, visualizing them, and offering multiple access points to information is the epitome of equity. It signals to your team that you see them, that you recognize how they work, and that you want them to succeed on their own terms.

In practice, this has meant that over the past two years, I’ve intentionally built structures that allow people to access the information they need when they need it and to engage with it in the way that works best for them.

This work has also taught me that systems are living, not static. They require continual attention, adjustment, and engagement with the people who use them. A protocol that works perfectly for one team or one moment might fall flat in another context. That’s why I embed multiple layers of communication, reflection, and feedback into every process I implement.

Tools like Google Docs and collaborative spreadsheets make it easy for everyone to access, comment, and adapt information, while Google Forms or quick surveys allow me to gather real-time reflections and feedback. By combining these strategies, I create systems that aren’t just functional but responsive and sustainable.

MultiFormat Communication of systems

Early in my leadership journey, I noticed that repeating information in just one format wasn’t effective. An email without a meeting follow-up often left questions unanswered, while verbal explanations alone were difficult for staff to reference later. Now, for any new initiative, whether it’s a policy update, a procedural adjustment, or a new form, I use multiple communication channels. I send an email with bullet points that clearly outline the key information and reinforce it in live meetings where I walk through the details and answer questions.

This multiformat approach ensures that I reach both visual and verbal processors and allows for varying levels of engagement. Staff can refer back to written instructions or request for a follow-up meeting. It also encourages accountability—people can see the information, engage with it, and ask for clarification when needed. Over time, this practice has reduced misunderstandings and helped staff feel more confident navigating complex processes.

Building Living Documents

Instead of relying on fragmented email threads or impromptu conversations, I maintain running agendas, protocols, and timelines in shared Google Docs or Microsoft collaborative platforms. These “living documents” are visible to everyone, editable in real time, and designed to be updated as processes evolve.

I organize running agendas by calendar or school year—for example, School Year 2024 and School Year 2025—so that each year has its own dedicated space. Staff have access to each school year’s agendas in advance of meetings, allowing them to review, prepare, and contribute ahead of time. They are also invited to leave comments, ask questions, or suggest improvements directly in the document, which fosters co-creation and increases buy-in.

These living documents also reduce power imbalances by decentralizing knowledge. Rather than relying on my memory or personal inbox, everyone has access to the same up-to-date information. This approach strengthens collaboration and allows staff to work independently, while still feeling connected to the larger team goals.

It has been especially valuable for teams with diverse cultural backgrounds, where hesitation to ask questions or challenge authority can limit engagement. By having agendas running throughout the year, staff can track progress, anticipate upcoming priorities, and see how each meeting builds on the last, creating a sense of continuity and clarity for everyone.

Normalizing the ‘Ask Again’ Culture

Even with written and verbal communication, staff sometimes need a second or third pass to fully understand a process. I’ve made it a point to normalize this by reminding staff during meetings and one-on-ones that it’s OK to circle back with questions. Phrasing it as a standard part of our culture reduces shame or fear around asking for clarification, particularly for team members who may feel hesitant to speak up immediately.

By explicitly inviting staff to revisit questions or concerns, I create space for ongoing comprehension and learning. This approach also signals that understanding is a process, not a onetime expectation. When staff know it’s safe to ask repeatedly, they are more likely to engage fully with the work, contribute ideas, and feel supported rather than judged.

Embedding Reflection and Feedback

Reflection and feedback are integral to building systems that work for everyone. I make it a point to create space in meetings, especially during heavy reporting seasons, when things are due, or after professional development sessions, for staff to share how they’re experiencing processes in real time. I often ask simple prompts like “What was confusing?” or “What could we adjust next time?” and encourage staff to speak up in the moment or follow up privately. This is especially important in cross-cultural teams, where individuals may feel uncomfortable critiquing a leader directly.

After these discussions, I review the input and make adjustments to systems accordingly. This practice communicates that our processes are flexible and that staff input is valued. Embedding reflection into our workflow not only strengthens systems, but also builds trust and empowers staff to take ownership of their work. When I respond to feedback in real time, staff see that their voices matter and that improvements are actionable, which fosters a more engaged and collaborative team culture.

Documenting systems is ultimately about building access, trust, and clarity. It shifts the focus from micromanaging to leading, from assuming understanding to confirming it. When systems are visible and adaptable, staff can work confidently, errors are minimized, and the team thrives. Clarity becomes an act of equity and care.