Name: Brian Yerkey

Title: Principal at New London High School and Catalyst Academy

Organisation: School District of New London

Brian Yerkey is the Principal at New London High School and Catalyst Academy Alternative School in the School District of New London.

Before being named Principal in 2017, Brian spent two years as an Athletic Director and Associate Principal. Brian started his career in education in 2002, teaching physical education and coaching multiple sports.

Brian serves on numerous educational advisory committees, has certifications in school safety planning and continuous improvement/strategic planning, and was recently named the 2024 New London Chamber Educator of the Year.

Brian has a passion for preparing students for life after high school and inspiring and empowering staff and students to be the best versions of themselves each day.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Educational Leadership!

I hope Brian's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as an Educational Leader?

There are two areas of educational leadership that I have found to be the most challenging. The first is initiatives, mandates, funding, and policies from state or national agencies that impede or contradict the mission and vision of education and the goal of success for all students. Standardized testing requirements, state report cards, and countless policies created by individuals, organizations, or political parties who are out of touch with what students and educators genuinely need to be successful.

The second challenge is working with and caring for countless students each day who face external challenges outside our control. We work tirelessly each day to provide a safe, secure, and nurturing environment, and it is frustrating that many students do not have the same opportunities for success and growth when they leave school.

2. How did you become an Educational Leader? Can you please briefly tell the story?

I became an educational leader really by accident. As a teacher, I became frustrated with the climate, culture, and practices that were not conducive to student or staff success. A great mentor encouraged me to pursue a degree in administration instead of complaining. I earned my administrative degree and started a job as the Athletic Director. I thought I would end my career as an athletic director and had no intention of pursuing a career as a principal. Through hard work, servant leadership, and a passion for inspiring and empowering others, I was given the title of Associate Principal. With only two years of administrative experience, I was named the Principal.

I truly became an educational leader when I finally understood the assignment. What I mean by that is the first few years were a blur of learning, managing, figuring out who I was as a leader, and trying not to screw things up. Around year three, I figured out it was all about creating the conditions for success in the building, realizing I didn’t have to do it alone and that I just needed to be me. Hard work, strong values, some luck, practicing empathy and reflection, modeling a commitment to learning, and surrounding myself with great people helped me become an Educational Leader.

3. How do you structure your work days from waking up to going to sleep?

I started working out early in the morning in high school and have been lucky enough to keep that habit for the last 30 years. My wife and I head to the high school gym at 4:00 a.m. and lift weights for approximately 90 minutes.

I am back at school by 6:45 each day and spend the next hour greeting students at the door as they enter the building. Greeting students each day is one of the highlights and helps build the climate and culture of our building. Once the official school day has started, I will check my calendar and e-mails. I try and block a two-hour chunk of time each day where I turn off my email and focus on projects or initiatives. Most days, I have a variety of meetings. Meetings include leadership, mentor, evaluation, student leadership, parent, community, or agency meetings. I try to go into as many classrooms as possible each day for formal and informal observations.

I make a point to supervise the lunchroom during lunch and the hallways during passing time. This is a great time to connect with students and staff. At the conclusion of the day I stand by the front doors and say goodbye to each student leaving. Another great opportunity to talk with kids.

After school, I will respond to emails, return phone calls, and meet with the administration to review any big-ticket items from the day. I will also check my calendar for the upcoming day. I am currently coaching JV girls basketball, so I will head to practice when those tasks are done.

We usually return to the high school in the evening for an event. I try and attend as many events as possible to show students we care and are invested in them beyond the classroom. When we finally make it home, it is eat, talk to my daughters and wife about their day, pet the dogs, finish any work, and I am in bed as soon as possible. I hope to be in bed by 9:30 each night. Work-life balance is not a reality in my house, and it is something I hope to improve on.

4. What's a recent lesson you've learned for the first time or been reminded of as an Educational Leader?

I was recently reminded that I can’t get mad or frustrated when unspoken expectations go unmet. This was a good reminder not to make assumptions and to be very clear on my expectations for students and staff. This often includes detailed planning, modeling, and having processes in place for continuous improvement. Once the expectations are set, I provide opportunities to clarify questions and summarize, identify barriers to success, and extend forward action and thinking.

5. What's one book that has had a profound impact on your journey as an Educational Leader so far? Can you please briefly tell the story of how that book impacted you?

Leaders Eat Last by Simon Sinek has profoundly impacted my journey as an Educational Leader. Early in my career as a leader, I had limited professional knowledge and experience, so I relied heavily on prioritizing the team's well-being and creating a culture of cooperation, collaboration, and trust.

My job as a leader is to create a sense of belonging and purpose where staff feel valued, inspired, and empowered. As Sinek says, “Leadership is not about being in charge. It’s about taking care of those in your charge.” The stories and strategies in the book helped me become a better leader.

6. If you could only give one piece of advice to a young educator who aspires to be an Educational Leader, what would you say to them?

If I could only provide one piece of advice, it would be to practice empathy and reflection each day and allow yourself some grace in your journey. There will be plenty of highs and lows, things out of your control, and mistakes will be made. Work tirelessly to practice empathy, reflect on the work, celebrate often, and surround yourself with like-minded people.

7. What is one meaningful story that comes to mind from your time as an Educational Leader, so far?

My meaningful story is, unfortunately, a sad one, but one that impacts me every day. Early in my career, we had a student pass away in a car accident. This student was a ray of light with a bright future ahead of him. He made our school a better place, was involved in everything, and had a smile that could light up any room.

The day before he passed, I was fortunate enough to have talked with him about his classes, his future and expressed my appreciation for him. I think about that conversation each day and am beyond grateful that my last conversation with him was positive. That experience helps drive my work with students, staff, and families each day. I try and approach every conversation and interaction with the idea that it could be my last with them.