Portage Public Schools

Johnny Edwards

Johnny Edwards is Superintendent of Portage Public Schools, where he brings extensive experience in academic and administrative operations, curriculum and instruction, student support and school improvement. His expertise spans institutional effectiveness, program assessment, student outcomes and organizational strategy.

From Classroom to Leadership

I have spent 25 years in education, starting as a middle school math teacher after earning my undergraduate degree in mathematics and a master’s degree in K-12 education leadership from Michigan State University. I then served as an assistant principal, high school principal for five years and director of secondary education for eight years, overseeing middle and high schools.

Four years as assistant superintendent of operations prepared me for the superintendency. Working with young people and adults has always been a passion. Education brought those passions together. I remain a teacher at heart.

Strong education benefits students and families, while a strong educational system benefits communities and the country. That perspective continues to drive my desire to help future generations.

“My advice to aspiring leaders, particularly superintendents, is to stay grounded in your purpose or your 'why.”

Two veteran superintendents shaped my leadership path. I was fortunate to work closely with Dr. Michael Rice, who served as a superintendent for about 17 years and Mark Bielang, who held the role for more than 30 years. Their experience and mentorship shaped my approach to leadership.

Balancing Priorities Around Students

Keeping students at the center of every decision is almost the highest priority, if not the highest priority. We do not have a mission, a vision or a job if it is not for the students. Their needs are the most important.

A superintendent must also balance student well-being, academics, operations and parent communications. I view social-emotional well-being and academics as working handin-hand. Managing these areas also requires a strong support team. My success is the result of developing leaders and staff who can support me and, by extension, our students. Their support allows me to adjust my time based on the priorities of each day, week or month.

“School superintendency comes with great rewards and challenges, and you can never get too high on yourself or too low on yourself.”

Our assistant superintendent of operations focuses on day-to-day district operations. That was my former role, and I still advise and coach him, but I no longer need to be involved in the routine work.

Leading Through Rapid Change

The evolution of education has sped up tremendously since the pandemic. Technology and AI have forced educators to work with today’s students in ways we may not have had to in the past.

I encourage superintendents to read widely and stay informed about education locally, across the state and through national trends. We can learn from other superintendents and districts by understanding challenges and opportunities in other parts of the country. It is a delicate balance, though, because I cannot do everything in a school year. I identify the major priorities I want to lift up, which become my drivers and align with the strategic plan for the school year and years to come.

Using Technology for Learning

Technology remains an area of growth for many school districts, including ours. We use it across our schools and classrooms, giving students access to a library or encyclopedia’s worth of rich content at their fingertips. The challenge is helping students access and use that content meaningfully to support learning.

The pendulum is also swinging back toward questions about screen time. Our instructional and technology departments collaborate, with instructional coaches helping teachers use technology as an assistant or resource within their instructional practices. I consider that a huge win for our organization.

Leading With Purpose and Perspective

My advice to aspiring leaders, particularly superintendents, is to stay grounded in your purpose or your “why.” You are at the top of the organization, creating the vision for your school district. But you also have to develop people who can help bring that vision to fruition.

As a superintendent, you cannot be hands-on in everything, particularly in a larger school district. The superintendency comes with great rewards and challenges. You can never get too high on yourself or too low on yourself, as it is all part of leading a school district.