Turning Vision into Collective Action with SCALE

This is especially important during implementation. SCALE, an implementation model, can guide your work.

S – Set the Vision and the Team

C – Create the Script/Roadmap/Guide

A – Act and Communicate

L – Learn, Listen, and Linger

E – Empower and Elevate

The First Follower Makes the Initiative Real

Derek Sivers illustrates this beautifully in his short TED Talk, “How to Start a Movement.” A man begins dancing alone on a hillside. At first, he looks unusual, even a little foolish. Then one person joins him. The leader sets the vision and makes sure this guy is on the team. That first follower changes everything.

By participating publicly, the follower signals that the leader’s action is understandable, possible, and worth trying. A second follower joins. Then several more. Eventually, what began as one person’s behavior becomes a movement. The same pattern appears in schools.

A leader may introduce a new instructional routine, PLC process, student-support system, or feedback practice. They make work on a focused plan for all to see. But the initiative remains an idea until teachers and other staff members begin translating it into visible behavior. They act on the plan, and communicate the benefits of the initiative.

The first people who try the practice, share what they are learning, invite others into the work, and remain engaged when implementation feels imperfect are not simply “complying.” They are exercising implementation leadership.

They help others see:

• What the initiative looks like in practice.

• How to begin without having everything mastered.

• Which challenges are normal and manageable.

• Whether leaders are truly providing support.

• Whether participation is safe, worthwhile, and likely to improve outcomes.

Good Followership Is Not Blind Compliance

Successful initiatives do not need passive followers who quietly do whatever they are told. They need thoughtful followers who understand the purpose, act with integrity, provide honest feedback, and help strengthen the work.

A good implementation follower might say:

• “I understand what we are trying to accomplish, and I am willing to try it.”

• “Here is what worked when I used the routine with students.”

• “This part of the plan is creating confusion.”

• “I found a way to make the practice more usable without changing its essential purpose.”

• “Let me help another teacher get started.”

This kind of followership creates valuable evidence. It helps leaders learn whether the conditions they have established are actually supporting the behaviors the initiative requires.

Leaders Must Create Conditions Worth Following

SCALE Implementation Leadership recognizes a simple but powerful chain:

Leaders shape conditions. Conditions shape behaviors. Behaviors produce results.

Therefore, leaders cannot simply ask people to “get on board.” They must make the initiative possible and worthwhile to follow.

That means leaders must:

• Create clarity about the purpose and expected practices.

• Build relational trust so people can take risks and speak honestly.

• Maintain focus when competing priorities emerge.

• Monitor implementation integrity to distinguish thoughtful adaptation from drift.

• Create feedback loops so followers can influence how the work improves.

• Celebrate progress so early efforts become visible evidence for others.

Leaders must also notice and nurture their first followers. These individuals should be treated as partners, not used merely as examples of compliance. Invite them to demonstrate, troubleshoot, encourage others, and share what they are learning. Their credibility with colleagues may be one of the initiative’s most important implementation resources. These are the people you need on your implementation team.

From Leadership to Collective Movement

A leader can announce an initiative. A leadership team can develop a thoughtful roadmap. But sustained implementation depends on people throughout the organization choosing to step into the work, helping others do the same. AND, leaders must learn alongside the people implementing. Listen to them and see what the wins and struggles are. Linger long enough so you are seen as part of the solution.

Leadership means having the courage to begin. It means creating the conditions that make participation possible. And sometimes it means becoming the first follower who transforms a promising idea into collective action.

The question is not only, “Are we leading this initiative well?” It is also, “Are we creating something people can understand, influence, and courageously follow -- and are we recognizing the followers who are helping it become a movement?” That celebration piece is often sadly overlooked. This creates momentum for the initiative.