As a new principal, Ann is overwhelmed with her responsibilities. Before accepting the appointment to become the principal of a large, urban elemen- tary school, Ann had served as an assistant principal for just two years. Like many other new principals in her fast- growing district, she finds herself in this leadership posi- tion a few years ahead of the schedule she had in mind. She spends hours each day simply trying to survive in her role as the leader of adult and student learning. Ann knows she needs to stop working harder and learn to work smarter, but where will she find the time, the energy, and the resources needed to make this shift? How might we, as staff developers, support the learning of