SAUSD's Amplifying Leadership Podcast

11. Foresight in Leadership: Jerry Almendarez's Vision for SAUSD's Future

• Bianca Barquin • Season 1 • Episode 11

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Embark on an inspiring exploration with Jerry Almendarez, the trailblazing superintendent of SAUSD, as he shares the riveting tale of his voyage through the realms of educational leadership and technological innovation. Engage with his vision of a future where AI and blockchain are not just buzzwords but critical tools in levelling the academic playing field. Jerry opens up about his evolution as a leader, his efforts in amplifying the voices of students, teachers, and the community, and the delicate art of balancing tech-savvy solutions with the irreplaceable value of human connections.

Feel the pulse of change as we discuss the serendipitous leap into a leadership role that Jerry made on the cusp of the global upheaval brought by COVID-19. His rich narrative encompasses the essence of networking, mentorship, and the incredible synergy that emerges when engaging with reverse mentors who offer fresh perspectives and innovative solutions. Discover how a global lens can bring clarity to universal education challenges and why embracing international collaboration can lead to a more enriched and effective leadership approach.

Finally, step into the kitchen with us for "Leading with Flavor," where storytelling and culinary magic blend to create a palatable discourse on educational goals. Jerry provides a taste of how innovative platforms can foster community engagement while focusing on the graduate profile. He also imparts wisdom from visionary literature that has shaped his educational philosophy and offers a glimpse into how a bustling leader like himself still carves out time for continuous personal and professional growth. Join us for an episode that is as much about the transformative power of relationships as it is about the innovative strides in education.

Visit us at our Buzzsprout site for more ways to listen, links to our social media sites and any referenced materials, and complete transcripts of our full-length episodes: https://bit.ly/SAUSDAmplifyingLeadership

Bianca Barquin:

Welcome to SAUSD's Amplifying Leadership, your go-to podcast, where we delve into the minds and hearts of our SAUSD leaders, uncovering their visions, strategies, and stories to inspire and mobilize our community. I am your host, Bianca Barquin, and today we have a very special guest, a visionary in the realm of education, Superintendent Jerry Almendarez. Jerry, welcome to the show.

Jerry Almendarez:

Thank you for having me.

Bianca Barquin:

We are thrilled to have you. Jerry, you're known for your innovative approach to education, your commitment to empowering women, and your forward-thinking in technology and leadership. Our community respects and admires the space you've created for growth and innovation in SAUSD. So with that, let's dive right into questions. You've been a passionate advocate for technology and innovation in education, from artificial intelligence to the metaverse. Can you share how these interests developed and how you're applying them to enhance our district?

Jerry Almendarez:

Yeah, it's interesting how I fall into the category of innovation and technology when, as a superintendent, that really wasn't necessarily an intended focus of the evolution of how things have evolved in my leadership style, It's really been a focus on trying to make myself relevant as a superintendent in the position and really provide relevancy to the districts that I serve. It just so happened that when I came here to Santa Ana, it was at the beginning stages of this innovative state that we're in right now, and having the ability to, I guess, identify the potential of this innovation and how it can be an equity equalizer really is where I gravitated towards learning more about this state that we're in right now.

Bianca Barquin:

You have been the one who has constantly pushed us, and pushed us, and pushed us, whether we were ready or not, to really embrace new technology and to embrace innovation. Jerry, you've never given up on us, and I personally know that, and we've all grown as leaders because of it. What makes you not necessarily get tired of repeating the same message over and over again?

Jerry Almendarez:

Well, I think it is part of where I'm at in my career. I've been doing this for a long time and you gravitate towards what you'd like to think are best practices. As I ride the train in, I commute to work, I do a lot of reading and I have a lot of mentors and reverse mentors that I communicate with on social media platforms, and it just started jumping out at me all of this innovation and these platforms that started to come out of nowhere, in essence. I thought there's enough chatter out here that I better start paying attention to it. The more I learned about it, the more I found the value in it and began to explore.

Jerry Almendarez:

When I brought it into the team or to executive cabinet, I remember the first couple of conversations we had when I started talking about Web 3. 0, or blockchain, or NFTs, or AI, Chat GPT, the looks of daze in people's eyes just glazing through me. I found it interesting and funny and I thought okay, I'm going to pull you into this space, whether you like it or not, because it's worthy of a conversation. I'm just blessed enough to have a team that tolerates that and was willing to have these conversations and engage in dialogue and begin to explore. That's exactly what happened. As we begin to learn more about AI and learn more about the other innovative technologies that are out there on platforms, the team started to get excited and share it with their people.

Bianca Barquin:

Thank you, Jerry. Your support for women in leadership and progressive ideas is well-known. Can you tell us about a project or idea that was particularly meaningful to you and how you helped bring it to fruition?

Jerry Almendarez:

I don't know if this is related to innovation, but the listening sessions were a project that I hold near and dear to my heart. That was a result of a reflection of the Graduate Profile as we were getting in to roll it out. The conversations that we had and the vulnerability that we created a space for individuals to share things that maybe weren't comfortable for us to hear. When we heard that team members say, hey, we're making decisions for kids, but look around the room, there's no kids in here that are a part of this conversation, that really hit hard and made me do a lot of reflecting. That's when we decided to do the listening sessions. I knew that I had to bring people in to help facilitate, because I wanted to be a listener and not a participant, you know, facilitating and listening. I know I couldn't do both.

Jerry Almendarez:

I learned so much from listening to the kids, listening to the teachers and listening to the community. That's, I think, one of the things that I value. We talk about technology and innovation. It's really reconnecting with the human aspect and the human interaction, because that is where we learn the most. AI and all this technology is going to help speed up the process, but we really, really, really need that human interaction. Our kids who are in our community are craving it.

Bianca Barquin:

I really respect that about you. I have the pleasure of working with you very closely and I know that you listen to everyone who really needs to be heard. If parents come to you, you're always there with your door open, ready to listen to them and ready to direct folks to where they need to be. I think it's become part of the culture in SAUSD. Do you feel the same way?

Jerry Almendarez:

I do. It's kind of an evolution. I'm smiling as I hear you say that, because as a superintendent, as a leader, you experience this too. You are caught between a rock and a hard place when you're put in that situation because the initial instinct is well, did you talk to the principal or did you talk to the director? Typically, the way we are used to doing it is to go through the chain of command. I've been doing this for 15 years now.

Jerry Almendarez:

My philosophy and my experience has been that chain of command doesn't always filter the information accurately. When I started doing it and meeting with individuals here in Santa Ana, whether it be a teacher, students, or parents, I remember getting a little resistance, nothing too much but they'll look and say, hey, I wish you would have sent them to us first. My thought process was well, I wish I didn't have to meet with these individuals, I wish they would have been dealt with through the chain of command, but for whatever reason, that's not working. I am happy, and just so pleased, that your absolute right has been ingrained in the culture of this district now, where we are paying more attention to those voices that are coming to us when there are issues out there at the appropriate level, and so I find myself meeting less with those issues, with parent groups and stuff like that, because staff is taking care of it, and that was the goal from the beginning.

Bianca Barquin:

Just one last question, or even comment around this. Where I find myself and I wanted to see if it's the same for you is people are sharing information with us now that's not just based around concerns. So people are actually wanting you to listen to celebrate or to provide people with accolades or praise or feedback, or just to tell you what's really working within the system, and that is a change or a shift from what I have experienced in the past. Is that the same for you?

Jerry Almendarez:

Yeah, I mean, you know it feels good.

Jerry Almendarez:

It feels really, really good.

Jerry Almendarez:

It's not one individual, it's a team effort, it's a community effort and I think we have for such a long time been living in the past, trying to put out fires, trying to increase, you know, academic performance, trying to have good working relationships with our labor partners and our community partners, and it felt for a while, even in my previous district, that we were trying to play catch-up.

Jerry Almendarez:

But now, given the work that we've been doing, the culture change, the supportive board that we have, we're actually in a space where we're able to plan for the future, and when we're in that space, we make better decisions, we are more inclusive in our collaborations, and we bring thought partners in that we wouldn't normally bring in, who see things through a different lens that allow us to make better decisions than if we were just sitting in a room with a few of us saying here's what they need to know, you know, or here's what students need to do, and so it's just such a breath of fresh air. It is like a huge relief and it's such a joy to come to work every single day, to plan for the future and not have to live in the past.

Bianca Barquin:

I feel the same way. So, Jerry, let's move on to a different topic. Your previous tenure as a superintendent was marked by success and accolades. What motivated your transition to SAUSD and how do you see your past experiences shaping our district's future? I don't know that everybody knows about your past.

Jerry Almendarez:

Yeah, I was in a previous district for 25 years. I was a student, similar to a lot of the stories here in Santa Ana but my last ten there was as superintendent and I was at a point in my life where I didn't want to stay longer than I was welcomed. And also, you know, reflecting on my career, I have a couple of mentors that I meet with, but one of them had lunch with me and he basically said so, this is it? And I don't want to say it was a little midlife crisis, but you know that hit me hard because I was driving home and reflecting and thinking man, is this it? And not that I didn't enjoy it. I loved my previous district and I love the community, very similar to here in Santa Ana but it really hit me hard. It pierced my soul and to the point where I thought, you know, I need to start thinking about other options.

Jerry Almendarez:

And at the same time, this opportunity became available and in my initial response was no, I'm happy where I'm at, but I had a number of people tap me on the shoulder and say, hey, you know, this would be great. The community is very similar to the community that you're in and I think it would be a good move for you and I think it would be a good move for the community if you were the person selected. So you know, with a lot of conversations, with a lot of mentors, I took the step and I applied, not thinking I was going to get the job. And I remember I could hear my heart beating after the second interview when I got called back for the third interview and it felt like, okay, this could be real. And then I ended up getting the job and couldn't have been more pleased and more blessed with the opportunity that I've been given here.

Jerry Almendarez:

You know, and the tough thing is, when I got here six months later, Covid hit and talking about the experience of where I'm at now, how that led up to my current leadership style, I think having 10 years of experience in the superintendency helped me navigate this community and the decisions that we had to make, those difficult decisions and sometimes lack of decisions that we had to make. It helped me because I had a network of individuals within the county, within the region, within the state, within the country that I knew where to tap into if I didn't have the answers or I knew I could go have a conversation with to validate either I'm headed in the right directions or I'm not. In addition to that, a wonderful cabinet that helped the culture and helped with the historical perspective of how decisions were made, but also a very supportive board.

Bianca Barquin:

Thank you, which leads right into my next question for you. I've been to conferences with you, Jerry, and honestly, it's like walking around with a celebrity. You know everyone and it's something that I'm learning; networking is important. Networking does exactly what you said it helps connect you to people who can support you and provide you with the resources you need. So knowing that, networking seems to be second nature to you evident from the recognition you receive at conferences and other spaces. How has building a strong network influenced your leadership style and the opportunities for our district?

Jerry Almendarez:

Well, you know, this is such a crazy job. You can't do it by yourself as much as we'd like to think we can. I think the network that I have is, it's a selected group of individuals, professionals across the country that complement and that I look up to and really just complement the leadership style that I aspire to be, 'cause I'm always learning. You know, I've been doing this for 15 years in education for over 30 years. But there's always things to learn and as society evolves, as education evolves, so do the leaders. They need to evolve and I see that as my role. But the network helps me identify those emerging trends that are happening not only in leadership but across the educational spectrum in general, and sometimes the decisions that I think are good,

Jerry Almendarez:

when I'm in the space with my network, I hear different perspectives from different parts of the country or different leaders that often make me reflect even more and then maybe decide to go in a different direction or come back and have a conversation with my team here to throw out those different perspectives on the table and then collectively arrive at a decision that meets the needs of our community and our district. It is a learning leadership network and not so much at an individual team, what I consider the global aspect of it. Because we're not competing regionally, we're not competing locally. When I mean competing, I mean educating and trying to be successful in how we serve our students and our community. It is a global crisis, a global issue that we have to face, and so, because we are more interconnected now that we've ever been before as a human race, it is important for our kids to understand the global perspective. It's important for teachers and our leaders to understand the global perspective, because it is a global issue, not just a Santa Ana issue.

Bianca Barquin:

To add on to that idea a little bit, can you tell our listeners in what spaces are you able to connect and to meet with folks from all around the globe and they become part of your network?

Jerry Almendarez:

Yeah, so I attribute that to a lot of different people, but I especially appreciate what I call my reverse mentors. They're individuals that are maybe researchers or in other industries, former educators, current educators that are generationally younger and help me keep my eye on the ball when it comes to what the emerging trends are. So, because I have that relationship with a lot of a diverse group of individuals, often I get invited to be part of groups that they belong to because they value an experienced superintendent to be part of the conversation, because maybe in their space they're lacking that need. So by tapping into these different networks globally, nationally and across the state and the county I'm able to be a part of these conversations, and it just because I've been doing this for 30 years. This is where, for a long time, people often you know I've crossed paths with a lot of people and I just appreciate their willingness to come up and say hi and connect.

Bianca Barquin:

Thank you, Jerry. I've heard about your unique approach to storytelling and leadership through your cooking show. How does this platform help communicate your vision and the District's goals?

Jerry Almendarez:

So I'm smiling because you're...this is breaking news right now. We haven't publicized that yet, but I am so excited about this. For those that know me well enough know that I enjoy cooking; cooking is a hobby of mine. So one holiday my son-in-law and daughter were visiting and we were talking, they're in the movie industry and the production industry, and we were talking about some of the jobs that they were doing and working on. And then he goes hey, what about you? Why don't you, you ever thought about doing a show and I'm like I'm not, doing no show, what are you talking about? He goes yeah, he goes, call it something like Supe's Kitchen and I thought, wow, that sounds pretty cool. And so I couldn't stop thinking about it and I thought, how cool would that be to mix a passion with a conversation? You know, you see it happen all the time on TV, so... couldn't get the thought out of my mind, came back and had a conversation with my team and, to my surprise, the team was excited. They were like, yeah, you should do this.

Jerry Almendarez:

So we came up with a name it's called Leading with Flavor, and we shot our first episode, and the theory behind that is, or the purpose is, to really engage our community, our district stakeholders and have a conversation about the Graduate Profile, you know, how we, how we accomplish a graduate profile through a conversation that is culturally relevant and culturally rich. And the intent is to have the guest share a meal that's important to them and their family, and then, through the cooking demonstration, is to have a conversation about why it's important. You know, what memories does this bring, but how does this relate to graduating from high school if you're a student, or how can you support the, your site or your community through the implementation of the Graduate Profile and things like that. So we shot our first episode. It, it was um, it was mole and it took way longer than we had expected, with 25 ingredients, but it was the funniest and the most rich conversation. So, we have a couple more lined up and the plan is to roll it out next school year.

Bianca Barquin:

Next school year. So we're all excited and everybody is going to be banging at your door wanting to actually be on your cooking show. I think that's incredible. So Leading with Flavor. And people can look forward to that next year.

Jerry Almendarez:

Next year and it'll be on YouTube and there are 15 minute segments, so we didn't want to make it too long, but just long enough to capture the essence of what we're trying to accomplish.

Bianca Barquin:

Thank you. So reading and lifelong learning are clearly important to you, as seen in the book clubs that you've initiated. Could you recommend a book that has profoundly impacted your educational philosophy or your leadership style?

Jerry Almendarez:

Yeah, the one that I'm reading, or that I just finished reading right now that had a profound impact on me, is the coming wave, by Mustafa Suleyman, and he's a co-founder of Open AI, but that really moved me in a way of really approaching this innovative state that we're in with a sense of urgency, which is the question you asked earlier is how do you keep going when not too many people are in this space? We can't afford to wait, because it's going to evolve more quickly than we could ever imagine and our goal is to be on the front end of that evolution so we can be at the table making decisions that are good for us and not getting the decisions from the state or the federal government or from any agency that says here, which here's what you have to do. So that book really opened my eyes and really, really, really created the sense of urgency in me.

Bianca Barquin:

Another book that you recommended that I read that we talk about all the time that really impacted me in the same way, so I appreciate the fact that you're always bringing books to us and you're always having us engage, is Imaginable by Jane McGonigal. So... really got me interested in strategic foresight and just how important it is to be knowledgeable about it and how useful it will be in helping us plan strategically to improve outcomes for our kiddos.

Jerry Almendarez:

And I appreciate you sharing that with me, because that was recommended to me by one of my reverse mentors, and that's the value of having this wide network is, you know, sometimes you're not in that space or thinking about things and somebody is thinking of you and saying, here, you know you should, this is a good book, you should read it, and so any... You've given me some books and so I have them, I actually took a picture; I was gonna post it on the social media to share with the community. But this is the professional network that is so important for us to embrace.

Jerry Almendarez:

You know, oftentimes we think we have all the answers or, you know, I don't need to listen, you know, 'I know more' type of mentality, but I tell you I learned more from the people around me than I could ever imagine. And you know, back to the books, one of the reasons why-- I don't have my doctorate, and a lot of people make the mistake and they call me Dr. Almendarez, and you know I... too many people have worked hard for that degree and, but, that's one of the reasons why I spend so much time learning and reading and reflecting is because I feel like I have to fill that gap and I'm just blessed enough to have enough people helping me support that, to fill that gap in that blind spot.

Bianca Barquin:

So I have another question for you that I think will help our listeners a lot. I know how incredibly busy you are and your calendar is so impacted. Just trying to schedule you for this interview you took a lot of coordination. How do you find time to read? You are an avid reader and you've read so many books.

Jerry Almendarez:

So I commute on the train, so I have an hour both ways to do some reading. Then when I get home and after I spend time with my family and as people go to bed, I'll sit there usually no later than 10: 30, 11 o'clock. But you know, that's kind of how I decompress is just going through research articles or things that interest me. There's a lot of cooking articles and a lot of cooking videos there too, so it's kind of sprinkled all over the articles that I skim through and I find, or the books that I find I'll bookmark, and then that's when I'll read them on the train. I used to purchase them and I would carry in my backpack three or four books, but that got a little heavy and the books would get a lot of damage to it. So I decided to get the digital versions and so now I just have, pull up my iPad and I can go through my Kindle and pick whatever book I want to read. I'm reading a couple of them at the same time, unfortunately.

Bianca Barquin:

But that's really good advice for people to hear, so everybody can just make a space within their day.

Jerry Almendarez:

And you know there are other ways too. So, in addition to reading, there's podcasting. So on my drives, if I'm driving someplace, there are apps that allow you with the new operating system. If you have an Apple phone, you can download an article and you can have it read to you. So there's no excuse not to learn, there's no excuse not to grow from these and be in spaces where these opportunities are available.

Bianca Barquin:

The development of the Graduate Profile and the emphasis on systems thinking are significant milestones for SAUSD-- really important work that we're engaging in. Can you elaborate on the process and how it aligns with our vision and values?

Jerry Almendarez:

Yeah, you know, I, this is a hundred percent credit to the Board of Education, who found it valuable to have a conversation to identify priorities. That allows me as a superintendent, and us as an executive cabinet to focus on and without a plan, there's chaos.

Jerry Almendarez:

Without structure, there's chaos. And so the ability to sit down and have a board agree on what the priorities are and then allow us to carry out the work to implement those priorities has been a blessing. And I think that since the time that I've been here and the time that the board established the priorities, the Graduate Profile was created with a hundred percent of the board support, with community support and staff support, because that was in alignment with the Board priorities. And so it has just been like a beautiful flower blossoming in the past five years that I've been here to see the work come to fruition and to actually feel the pride that is coming out of conversations like developing the pathways and having conversations about students being the architect of their own learning and global learners and ethical and moral leaders. It has just been amazing and I'm so proud of the students, I'm so proud of the staff. Everybody is just embracing it with such enthusiasm that it's pleasant to see happen.

Bianca Barquin:

It's been an incredible amount of work. It's been hard work but super rewarding. So I think about our Board priorities and from that we developed the Graduate Profile. From that we revisited our learning model and that's what we're exploring now and learne r progressions, and then the work that we've done about around vision, mission, values. I'm excited about when we can launch our Framework for the Future and everybody can see what Santa Ana is all about.

Jerry Almendarez:

You know, I want to add to that too we also redesign our evaluation process, and our evaluation for our district leaders are the six characteristics of our Graduate Profile, and that's the alignment that is important for all of us to have, because we all have a stake in this vision and to be able to continuously and ongoing, have these conversations about what does it look like for a student to be an architect of their own learning, can elevate to what does it look like for a teacher to be architect of their own teaching or as a, as a site leader, what does that look like? What are the expectations for the site leader or principal in this new environment? And that's one of the conversations that we've had this year at the beginning of the year is you know, what are we doing different to lead? How are we reimagining leading in this district? Are we doing the same thing we did last year or are we leading differently? If we're expecting our students to learn differently, if we're expecting our teachers to teach differently, then what are we doing to lead differently? And that's the challenge and that's the evolution that the conversations that we're having, which is why we embedded the Graduate Profile characteristics into the principal evaluations and it was co-constructed and co-created with the principals.

Bianca Barquin:

It was that question that you asked at the beginning of the year, what are we... or I think it was the end of last year, if I'm not mistaken, that you started asking us those questions-- how are we going to do things differently and how will it improve our system? I decided to focus on communication, and that was the evolution of this podcast. What is a different way to communicate with our listeners that folks can listen to on their way to work and learn a little bit more about our leaders? A different way to tell our story. So this podcast evolved because of one question that you asked us.

Jerry Almendarez:

Well, and the willingness of one person to reflect on it and then to take action. And I'll tell you this when you started this, I was so happy I was so I was beaming with pride that I haven't missed an episode yet. So I probably won't listen to this one, but I haven't missed your other episodes and I look forward to the ones that are coming for the remainder of this year as well.

Bianca Barquin:

Thank you, boss. Okay, I want to go back to the Graduate Profile in the conversation we were having around listening sessions and it's now part of us. It's part of what we do every single day. Listening sessions, especially with students, have been a cornerstone of your leadership. What have been some key takeaways from these conversations and how have they influenced our strategies and systems?

Jerry Almendarez:

You know it's, it actually started in my previous district. I did book clubs, I did student book clubs and I'll share some experiences that I had with there. There were a couple of students and some of these book clubs. I'll start with one.

Jerry Almendarez:

At a high school we were reading a book called The Other Wes Moore, and it was an AP class, and this student walks in, this young man walks in and he just looks a little different. He looks like he doesn't belong there. And so I'm like... you know, what, what's this kid up to? Anyway, long story short is the perception that I had did not match the intensity and the passion that this young student had for reading and for trying to make a better life out of himself and come to find out that he had a difficult home life. He was in an AP class because he wanted to break the cycle and I spent a lot of time with him after that book club because I wanted to learn more. But you know, for a superintendent of color coming into this position wanting with the intent of wanting to help people that look like me, because I wasn't the best student as I went through my public education, I wanted to help people like me, if I could just help one person. But as I went through the system and went through my career, I became the system. I became the man, in essence, beholding these perceptions of other kids that I was trying to help. So he was my first contact.

Jerry Almendarez:

There was another student later, the following year another similar situation. He came in with a hat, baggy, pants and I'm just like... And he sits right next to me and I'm bracing myself, not that I was in fear, but I was just like, okay, how serious is this kid? He turns around, he hands me a folder and I'm looking at the folder and he goes do you mind reading, giving me feedback on these? And so I I open up the folder and there were like four poems or four pieces of writing on a paper and I said what's this? He goes there, poems that I wrote and my jaw just dropped.

Jerry Almendarez:

You know, here, here this kid comes in, don't even know him and I'm already judging him before he sits down, come to find out that he was a writer, a published writer, and he sat down next to me because he wanted me to read and give him feedback on those articles. When I read them I was almost in tears because he had such a passion for life and you know, it was the struggles of mental health issues that he was dealing with. And I remember getting done reading them and calling his teacher and saying we need to get him some help. And she goes what do you mean? He's fine, he's just, he's just telling his story. And I was like, oh my god, this kid is amazing. I got to know him, I got to know his family and so, you know, we spent some time together, my last few years in my previous district with him and his family, and then I came over here and that's when we were rolling out the Graduate Profile because so much had happened, I forgot what the priority was. And so when we were rolling that out and when that comment was made hey, we're creating a system for kids without kids being involved that's when the light switch went on and I thought, okay, they're right. And I tell you I'll be vulnerable here.

Jerry Almendarez:

When that comment was made, I, my heart just sank. We had spent seven months Having this conversation with community leaders, looking at research across the globe, four hours a day, intense dialogue, tears with our community members, and now we're stopping the rollout of this? I was devastated. But I knew we couldn't move forward and I knew we better hurry up and do these listening sessions and engage the kids. But when we started to listen to the kids and that kindergartner raised his hand and said I don't learn well for sitting down six hours a day, and that middle school young lady raised her hand and said I just wish the teacher would pronounce my name correctly. And the high school young man who said I don't even bother going to my algebra class because I get harassed before I even sit down, that brought me back to the why of what we do, and it was at that moment I was so thankful that we did that, because now we have the catalyst for transforming what we do here in the District.

Bianca Barquin:

Well, I appreciate it because, honestly, it's changed the way we do things. Not only do we host listening sessions frequently for everyone-- for students, teachers, parents, staff but we also include students and almost every design meeting that we have, because we know it's gonna impact them. So they were a key part. In fact, they contributed, along with our parents, the most when we did our vision, mission, values, work. So I think that's also become part of our culture.

Bianca Barquin:

Which is really helpful. Okay, last question I have for you, and then we'll get to our Amplifier Acknowledgement segment. Your story is one of inspiration and tenacity. Can you share a part of your journey that has significantly shaped who you are as a leader today?

Jerry Almendarez:

Oh, you know, I think it's an evolution. I think the decisions I make today are different than the decisions I made the first couple of years as superintendent. But, you know, I like to think that I'm a product of my environment. And so, you know, people say, how do you do it? Or you know, this is great work. You know, it is... i It's all about relationships and I'm, you know, I'd like to say, when it comes to cooking, I'm the jack of all trades but the master of none, right? But what I do know is that a human relationship is the most important aspect and there are a lot of experts out there. And if you identify these people, give them the space to thrive and then shine, then they're gonna do the work for you.

Jerry Almendarez:

And I think that's kind of how I operate as a superintendent, especially coming into a new district, not really knowing the community and the people, but getting to know them, putting myself in spaces that got to, to meet and to understand how people operated, and then tapping into those experts and then reaping the benefits of their success. And you are a good example of that, because you were an individual who wasn't even looking for a promotion or a job. You were completely content doing what you were doing. But you know, we, I had enough conversations and enough people said, hey, you need to tap B. on the shoulder and, and, and I remember having a conversation with you and I wasn't asking you a question, I was pretty much telling you and you rose to the occasion. And you are amazing at what you do, and so you know, if that is a skill that people think I have, well, then I will take it, because it's just the ability to identify the, the, the spark in people, and then allow them the space to thrive.

Bianca Barquin:

Thank you, and I think that we are all trying to build each other up as a result of that and build capacity, locking arms together and just really focusing on making sure that the individuals within our organization are able to rise and do anything that they want to be. They could be anything they want to be, achieve their full potential. So, before we sign off, it's time for our Amplifier Acknowledgement segment. If you could amplify the message or lesson of one educator or leader who has made a significant impact in your journey, who would it be and what is that resonating message?

Jerry Almendarez:

Well, I think you know there are a couple of different frame of references. You know, my dad always used to say don't be the story, and that was for completely other purposes, you know, because I was not necessarily the best student in high school. Don't be the story, Jerry. There's always a person who's always the story. There's always a story about that individual. So I tried, growing up, I tried not to be the story, which means reading the room, flying under the radar, don't make the same mistakes as other people. But also translating that into the professional life is like you know, you just want to...

Jerry Almendarez:

it's all about the relationships, and I had mentors that say don't take things personally. And I think early on in my career I did, which had some really negative health effects on me, and it wasn't until I really started to listen and learn that, you know, that's not the important thing. It's not important. I could work 14-hour days if I wanted to, but it's about making the work that is done within those hours that you do work meaningful, and that's where the relationships come in. And so I would much rather be out at a campus, at a school site, or with a community member spending time working, nurturing, and developing relationships than in my office on my computer, you know, doing that type of stuff. That's important too and it has to get done. But the priority, where you spend your time is what you value. And I spend my time more, you know, interacting with people and trying to nurture and develop that personal relationship.

Bianca Barquin:

Your stories are not just inspiring but a testament to the transformative power of dedicated leadership. Thank you for sharing your journey and vision with us today, to our listeners. Thank you for tuning in to SAUSD's Amplifying Leadership. We hope today's conversation with Superintendent Jerry Almendarez has sparked inspiration and excitement for the future of our schools and community. Don't forget to subscribe to our podcast for more stories and insights. Until next time, keep leading, keep learning, and keep amplifying the positive changes in SAUSD.