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Written with contributions from Tony Sutton, Leadership Coach and Project Manager at SchoolWorks

School reviews offer schools and districts a unique opportunity: a mirror to reflect on what’s working, what’s not, and where the greatest opportunities for growth lie. But once the review ends, the real question emerges: Now what?

Turning school review insights into meaningful change isn’t automatic. Without intentional follow-up, even the most well-executed review can lose momentum. Here at SchoolWorks, we focus not only on producing high-quality reviews, but on helping school leaders turn those insights into sustainable action.

Here’s how we recommend approaching this work.
 

1. Start With Trust
Schools receive third-party reviews for a number of reasons – as part of state or district accountability requirements, through grant-funded improvement initiatives, or at the request of a new leadership team seeking objective insights into the school’s strengths and challenges. Whatever the circumstances, reviews provide a valuable opportunity to pause, reflect, and use evidence to guide continuous improvement.

To maximize the usefulness of school reviews, stakeholders must first trust in the process. That trust is built on a clear understanding of both the how and the why of the experience.

• The “how.”
  Understanding how the review is structured and the framework used to measure effectiveness helps school leaders and staff see the value of the findings. Before the review takes place, ask the review team for a copy of the review protocol. This document typically outlines the process, identifies the domains and indicators under review, and includes examples of interview questions, surveys, and classroom observation rubrics. Confidence in a transparent, evidence-based process not only increases confidence in the results but also fosters buy-in across the school community.

• The “why.”
  Whether the review is initiated externally, or internally by the school itself, its true value lies in supporting the school’s improvement journey. That’s why both school leaders and reviewers must approach the process with curiosity, respect, and a commitment to truly understanding the school’s story.

  • If you’re part of the school leadership team, begin by asking: “Are we truly open to seeing our school’s reality? Are we listening with curiosity rather than assumption?”

  • If you're a coach or consultant, ask, “Am I creating space for the school to share its story authentically? Am I approaching this work as a partner?”

A mindset of openness and authentic engagement transforms the review from a compliance exercise into the start of a meaningful partnership.

 

2. Facilitate Clear Prioritization

After a school review concludes, the next step is to turn the findings into focused action. This begins with collaborative prioritization - a process designed to help school communities identify the most important areas for improvement and build a shared commitment to addressing them.

The first step is to bring stakeholders together to look closely at the review findings. This is not about rushing to solutions; it is about ensuring that everyone has a clear and common understanding of the evidence collected. Take time to ask questions, clarify data, and discuss what the findings mean in your context. This shared understanding creates the foundation for meaningful decision-making.

Once the evidence is clear, the group can begin discussing priorities. Not every challenge can be addressed at once, so the goal is to identify the issues that matter most. Consider which challenges, if addressed, would create the biggest ripple effect for student outcomes and school culture. Think, too, about which existing strengths can be leveraged to accelerate progress.

As priorities begin to emerge, it is essential to balance ambition with capacity. Schools should choose goals that are high-leverage, but also realistic to pursue within the available time, staffing, and resources. When stakeholders are part of this discussion, the result is a set of priorities that feels both practical and owned by the community.

The last step is to translate the priorities into a clear action plan. This means naming specific goals, assigning responsibilities, setting timelines, and identifying ways to measure progress. The plan should not be seen as a static document, but as a living guide that is revisited and refined over time.

When schools approach prioritization collaboratively, the review process becomes more than an external evaluation, it becomes a catalyst for shared ownership and focused improvement. By deciding together what to tackle first and why, schools create both clarity and momentum for the path ahead. 
 

3. Support Leaders With Coaching That Fits
Prioritizing areas for improvement is an important milestone, but priorities alone will not move a school forward. Change requires not just a plan, but leadership; and strong leadership requires support. To ensure that the priorities identified during the review process take root and drive meaningful progress, school leaders benefit from coaching that is tailored to their context and grounded in accountability.

Effective coaching goes beyond offering strategies or prescribing solutions. It creates a space for reflective conversations where leaders can step back from daily pressures and think deeply about their challenges. It provides thought partnership on complex decisions, helping leaders weigh options, anticipate obstacles, and act with clarity. It also brings structure to the improvement journey through goal setting that aligns directly with the school’s agreed-upon priorities. And, perhaps most importantly, it offers honest feedback (delivered with respect and shared purpose) that keeps leaders accountable to the commitments they and their teams have made.

The most impactful coaches do not arrive with scripts or one-size-fits-all answers. They arrive ready to listen, to collaborate, and to help leaders do their best thinking. By offering this kind of support, coaching ensures that school leaders are not only equipped to carry out the action plan but are also empowered to model the openness, curiosity, and persistence that improvement demands.

In this way, leadership coaching becomes the critical bridge between planning and action. It keeps priorities alive, helps leaders navigate the inevitable challenges of change, and ensures that the review process results in sustained progress for the community the school serves. 
 

 

Looking for Support Moving From Insight to Action?
If your school or district has recently completed a review, or is preparing for one, and you're asking “What comes next?”, we’re here to help you turn reflection into results.

To learn more about how SchoolWorks can support your school leadership team, feel free to reach out to us anytime at hello@schoolworks.org. 

This article is written with contributions from Tony Sutton, Leadership Coach and Project Manager at SchoolWorks.