Articles

I met Carlos in 1978, a few months after his first birthday. Lois and I were embraced and loved by his family shortly after arriving in San José for language study. Since that time, we have remained close, with special times together, including a visit by Carlos and his mother visiting us in Puerto Rico and many family and business trips to Costa Rica. In recent years, Carlos worked for McKinsey & Company in various consulting capacities, building a stellar personal and professional profile. F or many years, I harbored a hope that Carlos would someday be involved with GLOBAL School Consulting Group so we could work together. That day came earlier year when GLOBAL was hired to provide services to Escuela Panamericana, San Salvador. His skills and insight complemented those of lead consultant Alfredo Umaña, and together, they delivered world-class organizational assessment and professional counsel to the owner-operators of the School. Shortly after that, again partnered with Alfredo, a proposal for services was submitted in response to another request from a client school in Central America. The long-held hope to work with Carlos seemed to be coming to fruition. But tragically, on October 23 of this year, Carlos unexpectedly passed away, leaving his wonderful wife and two daughters heartbroken and his loving and close-knit family devastated.

"What is not measured cannot be improved. What is not improved always deteriorates." This quote, attributed to British physicist and mathematician William Thomson Kelvin, underscores a fundamental truth: measurement and evaluation are essential steps in any process of continuous improvement.​

Inactive? Abstain from action to engage or set direction. We used to call this laissez-faire – "If it isn't broken, don't fix it." Reactive? Respond to events and circumstances. This approach reflects an effort to fix and preserve the present. Preactive? Predict and plan for the future, to be ready for what's coming. Proactive? Design a desired future and strategically plan and act to make that future a reality! (Some literature approaches 'preactive' and 'proactive' differently, but regardless of language usage, these are two distinct forms of action.) There are situations in which we, as school and organizational leaders, utilize different styles to achieve desired objectives. However, our potential to have a transformational impact on our schools should drive us toward proactive leadership. We can actively shape our school's future. Blessings, David Wells

Hundreds of schools and educational organizations around the globe have been well-served by the GLOBAL School Consulting Group since its inception in 2017. Despite this notable success and the recognition this brings to the Group, we continue to take steps to better serve schools and their leaders by enlisting outstanding Consultants and Partners who provide world-class services to our clients. We are very pleased and proud to announce the most recent additions to the Group: 

In September of 2017, Wayne Lynch, Toby Travis, and I shared a vision to establish a consulting group composed of professionals with diverse competencies, yet united by a shared commitment to serve with Passion, Integrity, and Excellence. From that vision emerged the GLOBAL School Consulting Group, a cohort of nineteen Consultants and nine Partners in Excellence who provide world-class service to international, bilingual, and national schools across the globe.

Governance is rightly recognized as an imperative in our schools, yet one vital element is often overlooked: care for the Head of School. Governing bodies must move beyond oversight and strategic direction to actively support their head. Governance is rightly recognized as an imperative in our schools, yet one vital element is often overlooked: care for the Head of School. Governing bodies must move beyond oversight and strategic direction to actively support their head.  Most governance models acknowledge that the head is the board’s sole employee, entrusted with balancing educational vision, financial sustainability, mission-aligned programming, and community expectations. Boards that provide not only accountability but also genuine care—through trust, mentorship, and resources—enable heads to thrive in demanding roles. Strong board–head relationships built on respect and support foster resilience and effective leadership. ​ This care is also a strategic investment in institutional health and sustainability. When boards prioritize the well-being of their head, they reduce turnover, strengthen continuity, and create conditions for lasting leadership. Valued heads are freed to lead and inspire faculty, engage families, and advance mission-aligned goals. Boards that balance accountability with care not only empower their leaders but also secure the long-term vitality of the schools they serve. Dr. David Wells

This article explores the urgent need for trust-based leadership within today’s polarized educational climate. Drawing on research from TrustED: The Bridge to School Improvement (Travis, 2021) and contemporary scholarship, this article argues that trust remains the most reliable indicator of school success, particularly amid ideological division. The article concludes with actionable strategies for school leaders and teachers, as well as a faith-based reflection for Christian educators.