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The title of this paper comes from a quote from Senator William Fulbright, sponsor of legislation that resulted in the American Fulbright Scholar program. The Fulbright Program is based upon a shared commitment by American leaders post World War II who believed everything possible should be done to prevent the horrific tragedy and destruction of that conflict [Fulbright, J.W. (1989, p. xi]. The purpose of the paper is to invite consideration by those who prepare future school leaders to seriously contemplate what future school leaders will need in order to successfully navigate what promises to be increasingly tumultuous conditions. School leaders of the future will need to be "aware of, and find ways of coping with new and often complexifying trends" (Gardner, 2011, p. 286). Future school leaders will need preparation that helps them develop their own minds to meet their futures.

Research shows that half of all teachers working in urban school settings leave the profession within five years, and many who choose to leave are the ones who are most effective (Coggins & Diffenbaugh, 2013.) Manual Rounds, a structured peer observation process based on the established practice of instructional rounds, was implemented at Manual Academy in 2010 to strengthen teaching practices and enhance student learning experiences in the classrooms of teachers new to an urban school setting. Project improvements were made incrementally over three years' time, with a different Manual Rounds model launched in the fourth year. This article offers an overview of instructional rounds before describing the history and progression of Manual Rounds from various stakeholder perspectives including administrators, experienced teachers, new teachers, and Bradley PDS facilitators. We believe the case study shared in this article will offer other school-university partnerships insight and ideas for designing and implementing their own instructional rounds processes. [ABSTRACT FROM AUTHOR]

Female administrators in comprehensive research universities were surveyed to gain their perceptions on their mentoring experiences. The females affirmed they had informal mentors in roles of sponsor, counselor, coach, and teacher, and they are also mentoring others. The findings both confirmed and contradicted former studies on females in higher education. [ABSTRACT FROM AUTHOR]