Speed is a Number. Fast is a Feeling.

It's a new year and the start of a new season! ASMSA Executive Director Corey Alderdice explores the intriguing phrase, "Speed is a number. Fast is a feeling," and unpacks its relevance to school leadership. Effective decision-making requires more than just data; it demands an understanding of the human stories behind the numbers. As leaders, we’re called to balance measurable outcomes with meaningful connections, ensuring that our choices serve both the metrics and the people we lead. Join us as we discuss the role of the leader in bridging data and emotions, navigating tough decisions, and fostering a culture where numbers and feelings coexist for impactful leadership.

For additional thoughts from Director Alderdice, visit coreyalderdice.com.

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Learn more about ASMSA at asmsa.org/thrive.

Transcript

As we start a new year, I want to talk about a phrase that I came across recently while doing some holiday shopping: “Speed is a number. Fast is a feeling.” It’s catchy, sure, but I think it’s also a striking metaphor for the work of school leadership—especially when it comes to making decisions.

As school leaders, we’re constantly surrounded by data. It’s embedded in everything we do: test scores, enrollment figures, budget reports, survey results. These numbers give us a sense of “speed.” They tell us how fast—or slow—things are moving. But school leadership isn’t just about measuring speed. It’s about understanding the feeling of “fast.” That’s where the human element comes in—our observations, our instincts, and the emotions that come from leading real people in real situations.

This idea gets to the heart of a challenge every leader faces: balancing data with the human experience. The data might tell us what is happening, but the feelings tell us why it matters.

Now, let’s take a closer look at the role of the leader in this balancing act. On one hand, the numbers are essential. They provide clarity. They help us track progress and identify problems. A good leader understands the power of data. It’s how we measure growth, allocate resources, and justify decisions. But effective leadership is more than simply reading the numbers. It’s about interpreting them in the context of the lived experiences of your students, teachers, and community.

This is where the feelings come into play. As leaders, we have to be present in the hallways, in classrooms, at community events. We have to listen—not just to what’s being said but also to what’s being felt. When a teacher expresses frustration, or a parent shows concern, or a student struggles to make eye contact, those moments carry as much weight as any data point on a spreadsheet. And it’s our job to pay attention.

In fact, one of the most important roles of a leader is to be the bridge between the measurable and the meaningful. We take the numbers and pair them with what we see and hear to create decisions that work not just on paper but in practice. That’s the real skill—not just crunching the numbers, but translating them into action that feels right for the community we serve.

There’s also a responsibility that comes with leading this way. Leaning too heavily on data can lead to decisions that feel disconnected or mechanical. When a leader says, “Well, the data says X,” but hasn’t considered how that decision will land with the people it affects, trust erodes. On the other hand, relying entirely on instinct or personal observations can lead to bias or inconsistency. Without data as a foundation, our decisions risk becoming ungrounded or reactive.

The role of the leader is to balance both—to weave the “speed” and the “fast” into one cohesive approach. It’s about using data to validate what you’re seeing and feeling, and using your observations to ask better questions of the data. For example, if attendance data shows a decline, you don’t stop at the number. You walk the halls, talk to students, and dig into the reasons why. If survey results indicate a drop in staff morale, you don’t just look for quick fixes. You sit with your team, listen to their concerns, and build a deeper understanding of the problem.

This work takes time, and it’s not always straightforward. But it’s what separates leaders who manage from leaders who inspire. The best decisions are the ones that respect both the numbers and the emotions behind them.

Let me share another angle on this. As leaders, we’re also decision-makers under pressure. We don’t always have the luxury of waiting for perfect data or fully unpacking every feeling before we act. This is where leadership instincts come in. It’s about developing a sense of when to lean on the numbers and when to trust your gut—and having the courage to own that decision.

But this isn’t something you do in isolation. The leader’s role is also to build a culture where others feel empowered to bring both data and feelings to the table. You create space for teachers to share their observations and their challenges. You ask students not just what they’re learning but how they’re experiencing school. You make sure parents and community members feel heard, even when the decisions you make don’t align perfectly with their expectations.

This kind of leadership requires vulnerability. It’s admitting that the data doesn’t have all the answers and that feelings can be messy, contradictory, and difficult to navigate. But when you’re willing to bring both into the conversation, you end up with decisions that are not just efficient but also deeply human.

Here’s the bottom line: As school leaders, we’re not just stewards of data. We’re stewards of people. The numbers will tell us what’s happening, but the people around us—their voices, their emotions, their lived realities—will tell us why it matters. If we lose sight of either one, we lose the balance that makes leadership impactful.

So, the next time you’re faced with a tough decision, use the data to understand the speed of what’s happening, but let your observations and relationships guide the feeling of how to respond. Because at the end of the day, leadership isn’t just about moving fast—it’s about making the journey meaningful for everyone involved.