I’m Excited, Also Terrified.

So many in my personal and professional circles have been encouraging and supportive of my move to India this fall to join Enabling Leadership (EL). They are happy for me, even proud, and called me, or the work I’m going to do, “noble,” “brave,” and “bold.” They are impressed with my “courage.” A few have wondered or asked, however, if I’m also scared. I quit my position at The Children’s School (TCS) without another in hand, and I’m taking a job across the world in a different hemisphere, culture, community and industry, with little to no experience with the people I’ll work with or serve, at a scale I can imagine but not yet understand, and without the same pay and benefits of a head of school. That’s just on the professional front. Personally, Neeti and I became American citizens two months ago, she’s happy in her job and her business is growing, and she will remain in Atlanta for the ten months I’ll be abroad. I’ve mitigated every risk I know, but it’s still enough to scare me. I could have said yes to EL in May 2019 but it took me another five months to do so. And, I’d wake up panicked even after Neeti and I made our decision in late October. I’d panic inside every time I told people what I’m going to do. A lot of self-talk and self-doubt would start and repeat itself: What have I done? It’s not too late yet. I can say no. I can do something else. This other opportunity just popped up; it’d be perfect for me. Yes. No. What have I done?

We are terrified of vulnerability. I can be not-great in front of my family and friends, who will not take advantage of my vulnerable moments, when I’m doubtful or doubted, scared and anxious, imperfect or just mediocre. Put me in front of strangers and I’m careful about what I will share. I don’t want you to think less of me, question me, or not respect or admire me. I don’t think I’m that different from you. Brené Brown didn’t develop a whole industry just around my fears and anxieties.

So what am I terrified of, really, and why?

As August draws closer, I have more days when I’m excited than scared, and I’ve accepted that neither feeling is going away for a while.

In late fall 2019, I sat down for breakfast with a TCS parent. She wanted to pick my brain on a work project. This parent was going through a transition of her own at work. She had quit her comfortable job and was striking out on her own. Her father, an immigrant to the United States, was a pioneer and entrepreneur, but now worried for his daughter. To him, he didn’t have a choice when he moved here, but he took on those risks so his daughter didn’t have to later. Now she had left a comfortable salary and benefits in a big company to try something new and less comfortable. I didn’t tell the parent what I was going to do next, but I empathized with her and shared with her the broad outlines of my next move. She told me something that had given her courage, a quote by someone else whose name she couldn’t remember at the time, that made me feel a lot better about my own decision:

We are kept from our goal not by obstacles, but by a clear path to a lesser goal.

Robert Brault

I know my goal for the ten months starting August, but I don’t know what I’ll do after next June. I don’t know if it’s the best decision I’ll ever make, or the most stupid. I don’t know what I’m gaining and I’m scared of losing what I leave behind. I’ve always been a planner and, in a long time, I don’t know what my plan is beyond the next 15 months. I’m not 21 anymore, but I also have decades of work still ahead of me. I’ve bet on myself before, and I’m making that bet again. The path isn’t clear and that’s okay; I choose this discomfort to allow a few surprises in my life now.


Note: My fears, at least some of them, are irrational. I know that. I wrote this to respond to the few who’ve wondered whether I feel any fear. The Brené Brown fans will understand that courage and fear are not mutually exclusive; the vulnerability and discomfort that will stretch me also contain immense possibilities.

“Who-Luck” and How We Measure the Impact of Our Lives

“A bookstore. That’s what I want to build after retirement, but it’s going to be really hard to leave school.” Liz was ruminating three nights ago over dinner on her career, and upcoming retirement in the next couple years. While I no longer work at the same school as Liz, we’ve stayed in touch, infrequent as it is, and we catch up on schools, marriage, educating and raising children, family, books, TV shows and movies, and future plans when we get together.

Liz is right, of course. It will be hard on her, and it will be hard on her school. We are all replaceable, but the better schools create more than just the professional or the position, and the better teacher and administrator does more than just her job. The person breathes life into the profession, makes it her own, molds it to her style and leadership, her way of being and relating, and defines the job or position in a way that is uniquely hers. When she leaves, the position will be replaced but the person cannot be. What is replaceable is the job, not the person. We miss the person, not the job because the job will be done again and again, just not by the same person or in the same way anymore.

Liz, too, will miss the job and school, but I suspect it’s not the job that will be hard to leave; it’s the relationships and friendships, the ones who’ve cared for her and allowed her to care for them, those who pushed her and also gave her grace, befriended her and shaped her. She has seen many of them leave her school over her two decades, and with each departure of someone good, she has mourned not just their leaving but the gaping hole they leave behind in her community and in her life, irreplaceable by anyone else.

As I come to the end of my tenure at The Children’s School, I wonder about legacy and impact. I wonder about questions like, “How do we measure the impact of a life?” Is it in buildings I’ve built, programs I’ve implemented, or the grants and accolades we’ve received? I’ve never put a lot of emphasis on those tangibles. They are important, but buildings disintegrate, programs end, and yesterday’s news is yesterday’s news. I have left many places and will join others and then leave those too. What continues are the people I leave behind and the ones I take with me, in message and in relationship.

Every transition is an opportunity to contemplate the past, present and future. The choices we make, when we are confronted with a fork in the road, determine and define who we are and who we become. In 1998, I dropped out of the school of engineering, transferred to the liberal arts college, and decided to major in philosophy. In 2001, I chose a middle school humanities job in Dallas over other possibilities like law school or a job on Wall Street. In fall 2004, I postponed graduate school to take on administrative roles, and co-chair the NAIS People of Color Conference. In 2008, I turned down an opportunity and more pay in San Francisco to go to Alexandria, closer to a cousin and family on the east coast. Now in 2020, I’ve turned down several comfortable and familiar options to go home again and try my leadership reach and impact on a bigger platform.

I’m an “impact junkie.” I didn’t know my next move in the spring of 2019. It wasn’t simply about going to a bigger school or bigger budgets. Volume was one piece of the puzzle, but it wasn’t my primary or only motivation. I went into teaching in 2001, against my parents’ judgment and wishes, because of the two years I had spent at a small boarding school in Asheville, North Carolina. I was surrounded by teachers and administrators who took more than a professional interest in their students, and cared deeply for their personal lives and the people we’d become. Other jobs felt like a job, but I saw those teachers live more than a job. I wanted their lifestyle and their impact, so I chose teaching too.

I’ve been fortunate in my career. At 32, I became head of school and, at a time, when less than 5% of heads nationwide were heads of color. Success is a combination of many factors, luck being an important one. As Jim Collins would say, I’ve had incredible “who-luck,” people who placed a bet on me, like Jay who moved me to his honors-level English course in my first year at Asheville School; Shaun and Susie who gave me not one but two leadership roles at 24; Jay and Caroline at NAIS who assigned me to the POCC, SDLC and DLI faculty; Tony who’d call and check in on me regularly; Billy who’d make time mornings, evenings or weekends to guide me during any number of crises; Rich who believed I could do something before I did it; and Ray who listened, prodded and sorted through my jumbled thoughts. The list goes on. They were conscious of my future before I was; they felt my needs and wants before I did. Impact is not unidirectional; it’s measured by my reach, and also by those who took time out to reach me.

I will carry Liz, as I will so many others, to India too. We leave jobs behind when we move; but the people we need come with us.

Developing the Leadership Muscle

We practice leadership every time we meet.

As head of school, I consider my weekly executive team meetings as my classroom. In the time I have with them as a group and in their 1:1s, I see my primary responsibility as developing their leadership capacity. Our muscles atrophy due to neglect, so our “leadership muscles” also require the same attention and intention. I assign the team an article to read every Sunday, two days before our team meeting. The article is drawn from any number of sources. It could be HBR, The New York Times, Fast Company, NAIS, and so on. I don’t limit myself to lessons from just education or nonprofits. We study leadership and leaders of all kinds across all cultures and industries. I’ve even recommended the first episode of season one of “Chef’s Table: France.” Becoming a student of leadership is a non-negotiable for me.

When I talk about my team meetings to others, folks are curious, amazed and wonder if they can do the same thing. They frequently ask how I can afford to spend 45-50 minutes of a two hour meeting just discussing an article. I wonder now, after having led meetings like this for almost five years, how my team and I can afford not to. My team is better because of it, and each individual is a better leader. We use the articles to question each other; question our vision and our processes; we interrogate past events or conversations in our community; who we hire and how we promote; what systems require change; what’s priority; and what is resilience and how do we look for it in others and in our school. We spend more time on culture than strategy, and use those cultural and team norms to then inform, engage and question our strategy. We clarify what is confusing and align our intent and impact at every meeting. We are more efficient and effective because we prioritize the “Who” instead of the “What.” Using those two hours every Tuesday for reflective engagement is essential for our growth as leaders who lead other “Who’s.”

I spend more time with new hires to my executive team during their first few months. We learn one another, each other’s rhythms, personal and professional histories and values, experiences that define who we are as leaders and how we lead, and then align all of that to our own community and relationship. Instead of one weekly 1:1, I schedule two. I also have other informal check-ins during the week. We go on walks around campus and off-campus to get coffee, breakfast or lunch. I make myself available to their questions and needs. Leadership is practice, leadership requires attention and alignment, leadership is relationship, and leadership is continuous learning with a mindset and a work ethic for continuous iteration and improvement. That investment of time in the person and team has usually paid off for me. They become more independent of me as the head of school, yet aligned with my vision and direction. The team begins to anticipate my questions and my responses, what I’d think or advise, and who would we talk to so we can create agreements and manage our risks.

I tell new heads of school at the NAIS Institute for New Heads that they are always accountable and almost never responsible. Members of their community will make hundreds of micro and macro decisions in classrooms, meetings, emails and texts that will either move the school forward and create positive outcomes, or generate a negative reaction. They do not direct the vast majority of those micro and macro decisions, yet they are accountable for every single of them. The investment in the executive team, and the individual and team culture and capacity is almost critical to create the necessary intentionality and discipline. Slowing down every Tuesday when we meet, or spending more time with every new team hire, creates alignment, and alignment creates momentum. We move faster, we speak openly, we engage with vulnerability (the Brené Brown kind), and we don’t get bogged down in unnecessary politics or betrayed by egos. We also laugh with one another, and go out to dinner or drinks after work. Like any relationship, we have our issues too. I wouldn’t want my leaders and team any other way.

Four years ago, I read an article in Business Insider about Satya Nadella, at the time the recently appointed CEO of Microsoft. In just nine months, Satya had aligned the company around a few clear norms and values. I wondered whether my team, exponentially smaller than Satya’s team or company, could articulate my vision or norms. Most of them had worked for me for at least a couple years and had heard me speak at events, write letters to the community and lead team and staff meetings. Could they answer the question with the same clarity that Satya’s team had for the BI journalist? We read the article for the next team meeting and I asked the question. Silence. Some spoke up and gave versions or stories of stuff they had heard me say or write recently. There wasn’t clarity or consistency. I wasn’t surprised. We were learning but without purpose.

At the same meeting, I offered three principles to focus our priorities and execution:

  • Align values and pedagogy;
  • Break down silos;
  • Develop a culture of learning and leadership.

I picked our readings accordingly too, and we used the discussions to interrogate what we meant by silos, what we observed as the difference between our values and pedagogy, what was the culture already and what did we want it to be?

Not too long ago, one of my senior administrators was struggling with the hard lessons of leadership. She wanted to be better at it. Discouraged, she wrote me one evening. I replied:

Consider what you’re doing right now your apprenticeship. And while that includes daily, rigorous practice, it also needs a dose of perspective and inspiration. So study leadership. Become a student of leadership. What leaders, living and dead, do you admire? Read about them, anything they’ve written, that you can get your hands on… As you’re developing a leadership philosophy, you also want to – and will, with intentionality – develop a personal philosophy that demonstrates your values. The answer to why you want to lead has to speak to a better something… What calls you to do this work that will improve lives or outcomes for all of us? … For a great leader, the personal and the professional are intertwined. I won’t stop doing this work or leading people even when I’m no longer the head of The Children’s School (TCS). It’s a calling, it’s a movement and TCS was my platform for seven years.

Leading people is exhausting, frustrating and rewarding. It’s slow, inconsistent, and demanding work. About six months into my tenure at TCS, Neeti asked me if I felt like a head of school. This being my first headship, I had no comparison, but I said yes. I felt responsible, I told her, for the lives and well-being of hundreds of families of the children who attended and the faculty and staff who worked there. The buck really stopped with me. Until then, even as the assistant head of a school in Alexandria, I didn’t own the final decision or its consequences. Now I did, and the impact of my leadership would be deeply felt across all the Who’s. Becoming better at it was not just a necessary lesson anymore; it was a moral one too.


Note: This is another theme I will return to frequently. In future posts, I’ll share my weekly selections too, starting with a list of some recent ones.

When is it Time to Move On?

This is not ‘Nishant’s school.’ I’m a temporary keeper of the flame.

This has been a common refrain of mine since my first year – 2013 – at The Children’s School (TCS). I would bring it up at board meetings, in parent forums, and faculty and staff conversations. No institution or program can risk becoming fully entwined with the identity of any one individual. The same is true for the individual leader. Who I am, and what I do or where I do it are not the same.

I’m fascinated by leadership transitions, and I’ve pondered the question – When will it be time for me to go? – since day one at TCS.

I didn’t start in 2013 with a clear end point for my tenure. I knew, however, that the longer I stayed, the school and I would become synonymous with one another. “Oh, TCS? That’s Nishant’s school.” I committed to myself, and spoke of it openly to my team and our board, that on my departure, I wanted to be just another puzzle piece to be replaced. My legacy would not be dependence but independence.

A couple years ago, I came across an article in “The Chronicle of Higher Education,” written by a college president, Janet Dudley-Eshbach of Salisbury University, on the eve of her resignation from her post. It was titled, “It’s Time for Me to Go.” In it, Janet asks the question that I’ve asked of myself and other school heads:

When is it time to go? When has a college presidency run its course? I’ve always wanted to be sure not to overstay the period in which I can be most productive.

I didn’t want to overstay my welcome or relevance either. Leadership in academia and our schools today is increasingly complex with external and internal forces that shift unpredictably and at an accelerated pace unsustainable for many except our most resilient institutions. Our schools require of the person in my job to be the pastor and the CEO, the teacher-coach and the manager, the gentle soul and the tough talker, the best friend and the aloof leader, the visionary and the operations executive. Under these circumstances and expectations, how is any leader expected to know or forecast when it’s time for them to leave, and leave well and on a high note? The question – When is it time for me to go? – has an easy answer when times are bad or poor. A change could be good or necessary. The answer is almost invisible or fuzzy, however, when times are good. Who’d want to leave, or be asked to leave, when things are going well?

When I asked other heads about their decision timeline or rationale, some common themes emerged:

  • The decision is individual to each person, but as Janet says, “‘You’ll know when it’s time’ – and it turns out they were right.”
  • There’s really no good or perfect time to jump off a moving train.
  • I shouldn’t expect most others to understand it.
  • It’s like timing the stock market. Whatever you choose, you’ll wonder what the future would have held had you done the opposite.
  • You want to leave when they still want you to stay, and you have two more years of good work left in you.
  • There will be those who think you left too early, and there will be others who think you’re leaving too late. Hope that you’re leaving behind a bigger group in the former category.
  • It will feel like an intimate relationship coming to an end.
  • Seven years was the magic number at least four different heads shared with me in separate conversations. It takes seven years for a thoughtful assessment and analysis; build relationships, one’s team and board; advance strategic and master plans, a feasibility study and a capital campaign; and complete any campus construction and renovations. At the end of the seven-year mark, it will be time to either get off or recommit to the same cycle.

Many have wondered or asked why I’m leaving. Because I didn’t have my next job lined up at the time of the announcement, a few wondered if I was unhappy or disgruntled, if I’d been fired or asked to leave. Why would I choose to leave such a great job and city where Neeti and I are home, have friends and colleagues we cherish, and a comfortable life we’ve built over seven years? Or, who in their right mind would make such a decision without knowing the answer to what’s next? None of those assumptions are true. I’m happy and I wasn’t asked to leave. The job is hard; I haven’t worked harder at anything else. It’s also the best job I’ve had.

The decision to leave, when it came to me, was not a single event or epiphany. It was a feeling that started somewhere in my gut and developed over time. There were also markers I had set for what I wanted to leave behind and how I’d calculate or assess my impact. I reframed the question for myself from “When is it time to move on?” to “What do I want to leave behind for my successor?” There’s stuff I’ve built and stuff I’ve probably broken; my legacy, like every other leader’s, isn’t going to be perfect. But my impact will be measured in not just what I did when I was here; it will be measured also by whether I’ve set up my successor for success. A few days ago, one of my administrators asked me about my confidence in the future. I told her I had confidence in the people I’ve hired and who are, like her, leading the programs and people under them. No head of school or CEO should ever become irrelevant to their organization, but an exceptional team can maintain momentum as it leads and initiates the decisions and changes necessary for a confident future. For whatever I’ve built or broken in my seven years, my confidence isn’t simply in what I’m leaving behind, but who my successor will inherit.

Giving up power or authority is not natural to us as a species. Washington didn’t have to step down as president after two terms. He’d have been easily reelected to a third one. His farewell address was written to decline another term in office. Every president since, except FDR during World War II, followed Washington’s example until 1951 when the 22nd Amendment established a two-term limit for presidents. His decision reinforced our republican identity; we wouldn’t be defined by any one person.

I leave TCS after seven years knowing that it stands on its own two feet. My successor will have lots to do, but she won’t be alone. I was never the entire puzzle; I was just one puzzle piece.


Note: Leadership transitions, as I’ve already said many times above, fascinate me. I expect to return to this theme over the next several months. Feel free to leave your questions, comments or feedback, and I will try and incorporate them in future posts.

Why Not Another Headship?

When Neeti and I shared our news that I’m moving to Mumbai in August and will coach, consult and advise Enabling Leadership for an initial commitment of ten months, almost no one among our friends and family were surprised that I’m doing something like this: The scale, the opportunity, the international relocation, or even the intentionality with which I’ve tried to set us up for this next step and whatever will come after it.

A few did ask, less surprised at the decision and simply curious, why not another headship? I’ve been a head of school for seven years now, I’ve had a largely successful run, I am on many boards, I facilitate workshops and mentor many aspiring leaders and new heads of school, I consult with Sesame Workshop, and I’ve published articles in independent school magazines and blogs. I’ve earned my success and my reputation, so why not choose another headship?

When we made our decision to leave TCS at the end of the 2019-20 school year, we’d intentionally chosen to leave the door open. Another headship was the obvious next step, and initially it seemed more likely than not that I’d land at another school, either in the United States or abroad. I also was open to other options, and I had time to not rush into anything.

As I often do with big decisions, I started calling my friends, former colleagues and mentors, and other guides in my life who’ve known me personally and professionally over the last two decades. Many conversations led to new contacts and that led to new meetings and new insights. I wanted to scale my reach and impact, but I couldn’t define or describe, yet, what that meant. Every person I talked to pushed me deeper into existing possibilities or in new directions. There were Atlanta-based nonprofits, executive search firms and consultants, strategic vision and design facilitators and firms, US-based schools and international schools, and international nonprofits. I wasn’t going to say no to any person who’d talk to me and any possible idea. Everything was on the table, and I wanted to learn.

On the school front, I was picky. Several mentors I talked to said some version of the following: “Nishant, the challenges are the same from one school to the next. The story’s the same; just the actors are different. I think you’re looking for a different challenge.” They were right. If I stayed in independent schools, I also wanted to make a difference at the systemic level. Private K-16 education is under threat from all sides, and too many research papers, articles, blog posts, podcasts, conference and workshop themes have been devoted for years now on the inefficacy and inability of schools and private universities to innovate on their business model. Many are trying but almost all of those attempts are really just tweaks of the existing model, not an overhaul or something new. Heads and university chancellors are also under stress, as are their boards, and the average tenure for those top positions has declined significantly in the last decade. The pipeline is drying up too, and the administrator next in line is increasingly saying no to the CEO/head job. Could I offer something that’d help more schools and more leaders simultaneously, instead of one school/one board/one community at a time? That made sense to me and I began to hone in on any option that’d enlarge my influence and impact in that direction.

There was one more factor that moved me away from a second headship at this time. I turn forty in June. I figure I have two to three decades more left to work. I’m in the middle of my career and if there were a time I could take a left turn, then this was it. I could use my experience and network from the last 19 years and channel, leverage and transfer all of it into something else. If I become a head now, I’m committed for at least 7-10 years. By then, I may not want to, or other industries may not want me, at least not in a leadership position where I could build from scratch my skill-set and network into something of the kind I currently have in independent schools.

When I’d float the adventure idea to others, they’d encourage me to do it. “This is the time, Nishant,” they’d say. “If you have the resources and the opportunity, don’t think about it too much. It will only add, not subtract, from who you are and what you can offer schools or education in the future. Many want to do something like what you’re considering but most don’t, either out of fear of failure or discomfort, lack of resources, or personal factors that limit their flexibility.” And, as I shared in an earlier post, doing Enabling Leadership for the next year or two wouldn’t close any options here or abroad in K-12 education.

The message became clear with each person and conversation: Ten months over the course of a lifetime is just a blip. However, the same ten months carries the potential for not just change but transformation. I didn’t want status quo for myself. I wanted to push myself, learn my limits and embrace the discomfort, for a while, of not knowing what to do or how to do it. There’s something about being new and being a novice at something that appeals to me, and I will be new at many things and a novice at almost all of it next year.

I feel drawn back to 2001 when I was 21, out of college and trying to figure out what I‘d do with the rest of my life. I wanted to teach but my parents, wiser than me, were afraid for me, and wanted to make sure I was making a smart decision. How’d I feed my family? How would I provide for them in ways that my parents had been able to provide for my brother and me? At the same time, some of my college friends were choosing consulting or finance jobs on Wall Street, and going to make a lot more money than I would in teaching. I told my parents then what I’m kind of telling myself now: “Give me two years. If I’m not (financially) independent or happy with teaching, I will do something else. But I need to do this right now.” It didn’t bother me that my friends would make more money doing something else; I was certain of what I needed to do and where I could have the biggest impact.

It’s not 2001 and I’m not 21 and single anymore. It’s the same decision, though. I’m giving myself ten months to start, and if I’m not happy or fulfilled, or I’m not successful at it, then I’ll do something else that I’m happy doing and I’m also good at. But this – whether you call it an adventure, sabbatical, fellowship, or the start of a second and new career – this is what I need to do right now.

Home, and How We Know Where We Belong

On Friday night, Neeti and I met another couple at Mali Restaurant in the Virginia Highlands neighborhood of Atlanta. Mali is our favorite Thai restaurant. I’ve rarely had a bad meal there and, best of all, many servers know me and what I like. As soon as we sat down, our server brought us sparkling water (she knew already we prefer sparking over still). The servers at Mali also know my favorite dish and how I like it (Prik King, vegan with fried tofu and veggies, no mushrooms, joy hot). There’s an Indian restaurant in Decatur that Neeti and I also like to frequent. The servers know us, where we like to sit, and what she and I both like to order. Once, as soon as we entered the restaurant, the hostess took one look at me and, without a word, checked to see if my table was available. The food and service at these restaurants are top-notch, however, they earn my loyalty by remembering me. Once, one of the servers at Mali asked me where I’d been because it had been a few weeks since I’d stopped by to eat. She/they had missed me.

In the last few weeks, Neeti and I have become American citizens, renounced our Indian citizenship, and decided to move (me) back to India for a year. We married in July 2011 and lived for the first couple years in Northern Virginia. Atlanta, however, has been our first real home together. It’s also the longest either of us have lived in any one place in the United States. Every place I’ve called home since 1996 was due to a professional choice, not a personal one. What called me to move from one city to the next was always a job, not family. While that was also the reason we moved here in 2013, Atlanta has been good to both of us, as a family and for us professionally. With all of these transitions, I am wondering about how we cultivate our sense of belonging and where, and what, we call home. And, like a relationship, belonging goes in both directions. I can easily say now that Atlanta is my home, but does Atlanta claim me? When I move to Mumbai in August 2020, will Mumbai claim me? How will I know when I’m home and where I belong?

In October, Ray and I were walking through the streets of Washington, D.C. between meetings at the end of a long day. We were talking about Enabling Leadership and the pros and cons of making the move. Ray has been a great sounding board over the last couple years, and he prods and provokes me to think differently and clearly. I brought up this concept of home and what it’d mean to have come to the United States in 1996 as an immigrant, and now to return to Mumbai in 2020 as an immigrant. What will I call home? Will I ever reclaim my origins or roots? When other families are celebrating Thanksgiving or Christmas, for example, Neeti and I have no traditions to celebrate or remember then, and I wonder a few times a year, usually around those holidays, at what cost to our sense of belonging, family and identity has our immigration and separation from our families occurred? I will return to Mumbai but a different person entirely from my parents and my culture, and not just because of the passage of time. Ray listened and said, “Isn’t it part of the immigrant experience to never feel at home anywhere?” He added, about his own experience, “My parents were refugees, which is completely different when you can’t go home. For all the years I’ve been here [in the United States], I’ve never felt quite at home anywhere.”

At recent open houses at The Children’s School, I’ve asked prospective families to contemplate the difference between a house and a home, and a school and a community? Every house is not a home, and every school is not a community. The responses are similar from one group and event to the next. The audience will usually say that home is family, home is where you belong, home provides safety. I think of the Cheers theme song now, and while I didn’t grow up on the show, I know the show, the song and the characters well enough to appreciate the show’s response to my question.

My parents moved houses after I left Mumbai in 1996 to come here. Every visit back for me has been to this new house, not the home where I grew up for the first sixteen years. I don’t have long memories associated with this newer place; I never made what is my room my room since every visit was a couple weeks at most. I was there each time as a visitor, not a resident. The same can be said now of the city and country. What I’m returning to in August is a house, not a home. This time, though, I’ll be returning to the city and country as a resident, not a visitor. I’ll make sure they know my name now, what I like and prefer, where I like to sit, and they will miss me, and I will miss them, when I’ve not come in for a while. And I’ll give myself a chance to make my room, and my parents’ house, my home.

Managing Risk, Or How to Get What You Want in Life

“No, we can’t move here.” It was May 2019 and Neeti had called me from India, where she was visiting family and friends. I was going to join her a week later.

Earlier that month, we had announced our departure from TCS at the end of the 2019-2020 school year. I didn’t know what I’d do next and that was fine with us. I had time and opportunity to figure it out. As luck and circumstances would have it, I was introduced to Ravi, the founder of Enabling Leadership (EL), in late April at a friend’s house. Ravi was on a fundraising tour of the United States and I was invited, as a friend and educator, to meet him and hear more about EL. When I returned from our friend’s home, I was excited, and when I’m excited, I pace and talk really fast. I needed to catch my breath, and Neeti was trying to fall asleep.

Moving to India was not in my plans. We‘d be eligible to apply for US citizenship in August 2019. We liked Atlanta but also dreamed of moving to the west coast, or living abroad for a short while. For the last couple years, Neeti had been trying to get me interested in the idea of moving back to India for a few years. Our parents were getting older and she wanted to live closer to both of them while they still had their health and some good years left. I was against it and kept telling her that it wouldn’t suit us anymore. We were too different, I had lived away and apart too long, and we wouldn’t identify anymore with the culture and lifestyle. It wasn’t for me.

Ravi was in no rush for a response from me when we first talked in May. He and I decided we’d think about it, including the details of how it’d work. We talked about the broad strokes in person, before he left Atlanta. If I accepted, I’d come in as the CEO and commit for at least 3-5 years. We’d have to move to India, however, since it is EL’s current base of operations. Neeti and I already had a personal trip to India planned in June 2019 and we decided, without telling anyone about EL, that we’d use that time to consider this option. Neeti went to Mumbai first, and less than 48 hours after landing, she called me and said we can’t move there.

By late summer/early fall, I was meeting people in Atlanta, talking to friends and mentors in schools, and considering offers from a couple places that’d keep us in Atlanta and maintain a comfortable life. All I vaguely knew in the spring and summer of last year, is that I was ready to scale my reach and impact. I didn’t know fully what that meant, and I was willing to wait if necessary. EL was an intriguing choice, possibly the most interesting one, but we weren’t prepared to commit several years to it. What if it didn’t work out? What if I, or we, couldn’t resettle in India? We knew of many friends and family who had tried and failed. What if?

On the plus side, EL gave me a countrywide platform with the option of going global. It’d also open other doors and opportunities in other industries, without closing any existing ones I have available to me in independent schools. The idea of going home as an immigrant, just when we’d have received our American citizenship, was intoxicating. Could I talk and write about it? As one of our friends said to me over dinner in September, “Nishant, this is the option you’ll regret not doing 15-20 years from now. Everything else you’ve described you can do later too.” Working for EL would offer a journey into myself through travel and work in a country (and continent) that had changed dramatically over the last quarter century, just as I had too in that same period.

Neeti and I still faced a few risks and obstacles. We didn’t want to bite off more than we could handle. Just as I had warned her over the last couple years that she was romanticizing the notion of returning to India, now so was I. Her job and business was gaining momentum here in Atlanta. What’d she do for the first couple years in India, and what if I, or she, didn’t like it there and we wanted to return? Stopping, starting, then stopping again and restarting all felt very inefficient and unnecessary. Neeti finally said to me, “You’re not going to be happy doing something else. Just say yes to Ravi and we’ll figure out the rest.” I agreed, but I wasn’t ready to jump out of the plane without a parachute, and a backup parachute. I ran my plan past her, and then called Ravi. I told him I could offer him ten months from August 2020 to June 2021. Would he consider it? He said yes.

So I said yes, too, and jumped out of the plane. What about the parachute and the backup parachute?

  • Ten months is not a long time in the grand scheme of things. I can do anything for ten months.
  • It’s still enough time to give both Ravi and me an idea of our working relationship, my value to him and EL, and their value to me.
  • Neeti would stay in Atlanta and continue her job and grow her business, commuting to India every 8-10 weeks to visit our families and me. No point in uprooting her too if this whole adventure ends up being for just ten months.
  • We’d keep our home base in Atlanta, in case I’m ready to return after June 2021.
  • I’d stay with my parents in Mumbai for this first phase. Adjusting to life in Mumbai and work life in India will all be key as soon as I land there in mid-August. Trying to set up a home too for just ten months feels like a futile, and financially unnecessary, exercise.
  • Working for a nonprofit like EL will open opportunities with national and international foundations; make contacts and develop a network I don’t have currently; provide me with international experience, reach and impact; and give me time and source material to talk and write about, hopefully, in various forums and media.
  • No doors would be closed here. Domestic (American) and international schools begin their year on July 1. If I want, I could apply for headships back in the United States or abroad. These ten months would only add experience that’d make me more attractive rather than less, and I’d still have my network and experience in independent schools over the last 19 years, to help me out when I need.
  • We had called our financial adviser last spring after we made the decision to leave TCS. I wanted to make sure then, not knowing yet what was in store for us, that we’d be fine for a bit if I decided to not choose the obvious option: another headship. He confirmed for us what I wanted to know. Making an impact has always been my first criterion when picking a job, and it could still be my first criterion now. As Debra [Wilson of SAIS] said to me later, “Nishant, we are both impact junkies!”

    I now had all my parachutes.

Three years ago, I led my staff at The Children’s School through a risk mitigation exercise. We first rated ourselves on our risk tolerance from 1 to 100, with higher numbers indicating a greater risk tolerance. I then asked everyone to rate me on my risk tolerance. I was trying to get them to understand that regardless of one’s individual tolerance for risk, in a workplace relationship, our individual tolerance will be influenced less by our own preference or experience, and more by the risk tolerance of the person we report to.

I asked my staff to share their guesses. Peatra, my assistant at the time, probably knew me best in the room and she wrote down 40 for me. I had put down 90. Peatra scoffed and said that wasn’t possible. She felt that I didn’t take many risks, while I clearly felt the opposite. We talked about it afterwards, and she explained her rationale. She said, “Nishant, I put you at a 40 because I’ve never seen you not get what you want.” My assistant head, Allen, replied to her, “Actually, Nishant mitigates his risks so much that by the time he makes his decision, what’d be risky for anyone else in his position doesn’t look risky for him at all.” Corey, NAIS’s CFO, made a similar comment a few weeks ago when I told him about EL: “Classic Nishant! Maximizing his opportunities and minimizing his risks.”

Many have asked, “Why ten months? Why not a full year? Or longer?” This post is my answer. I wanted to scale my reach and impact, I wanted to open more doors on a wider platform without closing any I can still access, and I wanted to phase any transition for Neeti and me into manageable chunks so it wouldn’t overwhelm us. No matter what I choose after June 2021, working with EL for even ten months will be personally and professionally additive. It will make me a better person, educator, leader and citizen; and I’m not afraid of any risks now, only excited about what’s coming.