We caught up with the brilliant and insightful Danielle Lusby a few weeks ago and have shared our conversation below.

Danielle, thanks for taking the time to share your stories with us today What’s something you believe that most people in your industry (or in general) disagree with?

As an educator and restorative practitioner, I believe that many people in education underestimate the depth of connection needed to truly implement restorative practices and equitable, impartial approaches to serve the needs of community partners. Too often, districts and schools focus on surface-level solutions, like training or providing resources, without addressing the fundamental need for authentic relationships. The core of restorative practices isn’t just about having the right tools or strategies—it’s about becoming an advocate for creating a space where people, especially students from marginalized backgrounds, feel genuinely valued and heard. Without honoring human dignity and taking the time to build real relationships, efforts around equity, SEL, and academic goals will always fall short.

Additionally, I feel there’s a tendency to overlook how pervasive implicit bias is in educational leadership and among staff. Many educators want to be supportive, but without an awareness of their own biases and the barriers those create, true equity is impossible. We can’t truly embrace restorative practices or equitable, impartial teaching and learning strategies if we’re not actively working on our own growth, seeing the true fulness of ourselves and our experiences, learning how to authentically connect with others who are unlike ourselves, and confronting those biases. If we aren’t willing to dig deep on a personal level, the systems we try to change will continue to perpetuate the inequities we claim to want to solve.

Awesome – so before we get into the rest of our questions, can you briefly introduce yourself to our readers.

I started my career as an administrative assistant in a high school dean’s office, and it was in that role that I first developed a deep connection with students who faced both academic and behavioral challenges. I quickly realized I saw myself in those students—their struggles mirrored my own experiences, which helped me develop an authentic empathy and understanding. My role gave me the chance to build relationships with students beyond traditional academic settings, as I also served as a volleyball coach and poetry slam coach. These experiences allowed me to witness the full scope of students’ school lives and sparked my passion for education, eventually leading me to become a certified teacher and, later, an administrator.

After moving into teaching, I was promoted to a building disciplinarian, and it was here that my most significant growth as an educator took place. As a dean, I studied and applied restorative practices at the Tier I, II, and III levels, which I found to be transformative not only in improving student behavior but also in fostering a sense of true community within the school. By connecting with students and their families through restorative practices, I saw tangible improvements in both student outcomes and relationships across the school. This experience cemented my belief in the power of building authentic, restorative relationships as a foundation for long-term success.

My journey led me to pursue a doctoral degree in restorative practices, with a focus on how they can be implemented effectively in educational settings. Over the years, I have had the honor of leading professional development workshops and Admin Academy coursework for the Illinois State Board of Education. This work, along with the launch of my consultant business (Legacy Leaders Education Consulting, LLC), has allowed me to continue my mission of supporting school organizations in creating lasting, positive change. My work centers around using data-driven strategies to target specific learning and behavioral issues while increasing the capacity of educators to lead in restorative and equitable ways. I specialize in supporting teachers and teacher leaders in leaving a lasting legacy of success for their school communities.

What sets me apart is my focus on authentic connection and restorative practices. I firmly believe that true educational improvement doesn’t happen without addressing relationships at their core. Too often, schools implement strategies that aren’t grounded in authentic, human-centered approaches, which is why I focus on supporting educators in embracing their true selves and their roles as relationship builders—not just content deliverers. My work is about equipping educators with the tools, strategies, and mindsets to build communities where all students—regardless of their background or challenges—can thrive.

I am most proud of the tangible improvements I’ve witnessed in schools where restorative practices have been adopted, particularly in terms of creating inclusive, welcoming environments where students feel valued. The positive changes in student behavior, family engagement, and school culture are some of my proudest achievements.

What I want potential clients, followers, and partners to know about me and my work is this: My focus is always on the humanity of the work. I am deeply committed to the idea that when we honor and value people—students, families, educators—we can create lasting change. Whether through professional learning, workshops, or one-on-one consulting, I strive to help organizations move beyond theoretical ideas and into the practical implementation of restorative practices and equity work. If you’re looking to build a more inclusive, authentic, and effective school community, I’d love to partner with you in that journey.

Have you ever had to pivot?

There’s one story that stands out to me when I think about having to pivot in my career, and it’s rooted in the painful realization that the educational field I entered with such optimism and enthusiasm wasn’t as welcoming or supportive as I’d imagined. When I started out as a novice educator, I was full of energy, convinced that everyone around me shared the same dedication and passion for students’ success. I believed that my hard work and commitment would naturally lead to growth, both for me and the communities I served. But quickly, I learned that politics, power dynamics, and biases played a far larger role than I had anticipated.

As a Black woman in education, I was faced with a stark and painful truth: I was not well-received by my White, female counterparts. Despite my best efforts to connect and collaborate, I found myself caught in power struggles and pushed to the margins. I was often overlooked for leadership positions, and when I was hired, my authority and leadership were undermined—sometimes, even in front of my own team. There were times when subordinates outright refused to engage with me on a personal level, citing their fear of getting to know me. I was forced to face a brutal reality when I asked my supervisors—“Do you believe my struggles are because I’m a new leader, a Black leader, or a female leader?” Their unanimous response was “all three.”

Things only got worse when I became the target of white supremacist organizations simply because I was a Black woman leading with values of SEL, belonging, diversity, and equity. I turned to my employer for support, but instead of receiving the backing I desperately needed, I faced the same indifference, and at times, the same mistreatment.

These experiences were traumatic, to say the least. They cut deeply into my sense of belonging, my identity, and my belief that I could truly make the impact I had dreamed of when I first entered the field. But as disheartening as they were, I came to realize that these challenges were also my catalyst for change. I had to learn, sometimes the hard way, to radically accept these harsh realities.

And in that acceptance, I found a new form of resilience. Rather than letting the malice and ignorance of others break me down, I chose to let it fuel my growth. I began to reframe these painful experiences as the very things that would propel me toward something greater, something more aligned with my true values and my worth.

The pain of those moments led me to pivot—away from a district where I thought I would settle into a long, steady career—and into new, better opportunities. I moved into leadership roles that valued me for who I am, not as a threat, but as an asset. These shifts weren’t just career moves—they were also moments of self-empowerment. They allowed me to further hone my skills in restorative practices and deepen my ability to lead authentically and meaningfully.

I no longer looked at these transitions as misfortunes. In fact, I saw them as divine redirections—challenges that, while difficult, were shaping me into the educator and leader I am today. They allowed me to craft my own narrative, one that empowers me to use my experiences to guide others in restorative and equity-focused work.

What I want to share about this pivot is that sometimes, life pushes us in unexpected directions, and while those pushes may feel painful in the moment, they often lead us to exactly where we are meant to be. Those moments of hardship forced me to step into my power and my purpose in ways I could never have imagined at the outset of my career. And now, I am more committed than ever to helping other educators—and students—build authentic, restorative relationships that transcend the limitations placed on them by others.

How do you keep your team’s morale high?

As a leader, my approach to managing teams and maintaining high morale is rooted in my belief that authentic relationships are at the heart of any successful team dynamic. Based on my own experiences, both as an educational leader and as someone who has faced significant challenges in the workplace, I can’t stress enough how important it is to create an environment where every team member feels valued, respected, and heard.

Here’s the advice I would share, shaped by my own journey and lessons learned along the way:

1. Lead with empathy and authenticity: When I started my career, I was full of energy and idealism, convinced that if I worked hard enough, my efforts would lead to success. But over time, I came to realize that leadership isn’t just about being the hardest worker in the room—it’s about being present with your team. Acknowledging and understanding the unique challenges and strengths each person brings to the table builds trust and loyalty. Empathy isn’t just a buzzword; it’s a mindset that can transform a group of individuals into a cohesive, supportive team. I had to learn this the hard way, especially when I encountered resistance and bias in my leadership as a Black woman in education. Despite facing setbacks, I chose to lead with authenticity—staying true to my values, showing vulnerability, and recognizing the humanity in everyone I worked with.

2. Foster a sense of community and belonging: One of the greatest lessons I’ve learned as a leader is that when people feel like they belong, they’re more motivated, engaged, and willing to collaborate. I’ve seen firsthand how restorative practices can bring people together, even in the most challenging situations. In my work, I’ve seen how focusing on connection and the human side of leadership can create a community that supports not only academic growth but also personal and professional growth. Create spaces where team members feel like they can express themselves without judgment, where differences are celebrated rather than ignored. When people know they are part of something bigger than themselves, morale naturally rises.

3. Address conflict with compassion and clarity: No team is without its conflicts—whether personal, professional, or both. As a leader, I believe it’s crucial to address these conflicts head-on with a restorative mindset. Early in my career, I learned that avoiding conflict or letting it fester only led to more tension and disengagement. Instead, lean into the discomfort and facilitate conversations that encourage understanding, accountability, and growth. I’ve had difficult moments in my career where I’ve been unfairly targeted or dismissed, but I’ve always sought to engage with others from a place of openness and clarity. It’s not about avoiding tough conversations—it’s about creating a space where people feel comfortable enough to express concerns, resolve misunderstandings, and move forward together.

4. Recognize and celebrate progress, not just outcomes: When I started out, I was driven by the idea of success as a series of measurable outcomes—test scores, promotions, and accolades. Over time, I’ve come to understand that success is often found in the small, everyday moments of progress. Recognize your team’s hard work, even if it doesn’t immediately translate into big wins. Celebrate the effort, the growth, the resilience. I’ve learned to appreciate how vital it is to affirm people for their dedication to the work, even when the results don’t look the way we expected. This sense of acknowledgment and appreciation can be incredibly uplifting, especially when things feel difficult.

5. Empower others to lead: High morale isn’t just about keeping people happy—it’s about making them feel capable and empowered. One of my most rewarding experiences as a leader has been watching others step into their own leadership roles, knowing I played a part in helping them build confidence and develop their own skills. When you trust your team members with responsibility and give them opportunities to shine, it not only builds their self-esteem, but it also fosters a sense of ownership and pride in the collective success. As I’ve pivoted in my career, I’ve learned that my role is not just to lead from the front, but to lift others up and help them realize their own potential.

6. Stay true to your values, even when it’s hard: This is a significant one! There were moments in my career when I faced bias, exclusion, and even hostility because of my race and gender. There were times I questioned whether I could continue doing the work I loved, but I’ve come to realize that my values—equity, restorative practices, and the dignity of all people—are what keep me grounded. As a leader, staying true to your values, even when it feels like the world is pushing back, is crucial. Leadership is not about avoiding adversity—it’s about facing it with resilience and integrity, and inspiring others to do the same.

7. Take care of yourself: Lastly, one of the hardest lessons I had to learn was how to prioritize my own well-being. As a leader, you can’t pour from an empty cup. The emotional labor of managing a team, dealing with challenges, and supporting others can be exhausting. When I was starting out, I threw myself into the work, thinking I had to be constantly available and always on. But I’ve learned that I need to take time to recharge and reflect. I typically do this by writing songs and rap lyrics, I have recorded music since my early 20’s and have been fortunate enough to stay in connection with one of my first DJs, Jeff Da Illest. Our connection in life and in music has truly been one that I value and he continuously pushes me to write my story through song. He and I have created very inspiring music that has pushed me to truly embrace and reflect the fullness of who I am. Songwriting and recording music are extremely therapeutic outlets for me; I’m forever grateful to him for that. Taking care of myself is not only good for me—it’s good for my team for those with whom I have connection. Leaders who model self-care set the tone for a healthier, more sustainable work environment.

Summarily, my advice for managing a team and maintaining high morale is to lead with empathy, authenticity, and a deep respect for the humanity in your team members. Foster a sense of belonging, address conflict with compassion, celebrate progress, and empower others to step into leadership roles. Stay true to your values, even when faced with adversity, and always remember that self-care is essential for long-term success. Leadership isn’t just about results; it’s about creating an environment where people feel seen, heard, and supported, and where they can thrive—not just as employees, but as human beings.

Contact Info:

• Website: https://lledconsulting.org/
• Instagram: https://www.instagram.com/lledconsulting?igsh=MTRuczhxNG5rc3hhdQ%3D%3D&utm_source=qr
• Soundcloud: https://tunelink.co/jeff-da-illest-danielle-crystal-lajuene/mommas-rent

Image Credits

Dewwond Mapp
Kentyla Arts Design
www.kentylaartsdesigns.com