Back to School: Expert Tips for a Smooth Transition in the New Academic Year

Sep 8, 2023

4 min

Gary T. Henry

With the start of school now upon us, Gary Henry, dean of the University of Delaware’s College of Education and Human Development and professor in the School of Education and the Joseph R. Biden, Jr. School of Public Policy & Administration, is here to answer some common questions educators and parents may have.


What are your three biggest concerns about K-12 education going into this academic year?


I think the overarching concern for many K-12 teachers and administrators is creating a sense of continuity as children and young adults go back to school. The three big concerns that contribute to this issue are teacher turnover, school leader turnover and the number of long-term substitutes who are not fully prepared to teach in classrooms. These trends were already in place before the pandemic, but the pandemic heightened this crisis. For the last 20 years, we’ve seen a crisis in the enrollment in traditional teacher preparation programs. Between 2010 and 2018, we saw about a 35% reduction in the number of undergraduates who enroll in education majors across the U.S., but in Delaware, that reduction was 60%.


Teacher shortages are affecting every state around the country right now. What is the best way to address these chronic teacher shortages?


Chronic teacher shortages are a systemic problem, which means it’s largely a result of the system in which we educate and support teachers. We know, for example, that many alternative teacher preparation programs — where students come in with a bachelor’s degree outside of the field of education and take only a few courses in preparation for teaching — actually contribute to teacher shortages.


So part of the answer is investing in traditional teacher preparation programs and in financial aid. Our team at CEHD’s Center for Excellence and Equity in Teacher Preparation is working directly with Delaware students from motivation to pursue teaching, through recruitment into UD teacher preparation programs, through graduation from those degree programs and into schools within Delaware, whenever possible.



For example, our Teachers of Tomorrow program introduces underrepresented high schoolers to the field of education through an immersive, two-week summer institute at UD where they can learn about our programs, meet current students and talk with educators. In partnership with high-needs Delaware school districts and the Delaware Department of Education, our Teacher Residency program allows early childhood education, elementary teacher education and secondary STEM education students to pursue yearlong, paid teaching placements in Delaware schools. Overall, we find that 80% of the students we recruit from Delaware stay in our schools to teach.


What recommendations do you have for school leaders who are struggling with turnover challenges?


The first thing to do is to have a human resources professional conduct exit interviews with teachers who are leaving and for building leaders to pay attention to their responses so they can really understand the key causes of turnover in their school. In my research, I have analyzed exit interview data and I’ve found that teachers are often very straightforward about why they are leaving. The second step is to act on those reasons. And the third step is to constantly check in with the teachers. Ask, “how are things going? What can we do to help you address your instructional needs?” Developing relationships around instructional issues and the teachers’ work with students is fundamental to diagnosing and addressing issues before they lead to teacher turnover.


What advice would you give a brand-new teacher about to start their first year in charge of a classroom?


I believe that all educators should view students and their families for their assets and recognize that a student’s culture at home is an asset. A relationship with parents and students that recognizes and values the family’s culture allows you to unite with the family, unite with the student and give the student the confidence to take risks, to work hard and to want to come to school because that’s where they feel welcomed and honored.



If parents are interested in supporting their child's education, how can they do so?


I think the key ingredient for parents is working with teachers and principals to articulate the outcomes that they’re seeking for their children. It’s much easier to get everyone on the same page if you start from a position of common ground. I would also encourage parents to seek the person in the school system that’s closest to the issue. So if your child is struggling in math, reach out to your child’s math teacher first. If the teacher identifies other resources that may be helpful, then seek out additional support from the school principal.


Gary T. Henry has much more to talk about as the school year gets underway. He is available for interviews. Click the "View Profile" button to get in touch with him. 



Connect with:
Gary T. Henry

Gary T. Henry

Professor, Education

Prof. Henry specializes in education policy, educational evaluation, educator labor markets, and quantitative research methods.

Education PolicyEducational EvaluationEducator Labor MarketsQuantitative Research Methods

You might also like...

Check out some other posts from University of Delaware

1 min

Hurricane Melissa: Preparation, decision making and recovery from potentially 'catastrophic' storm

Hurricane Melissa, now a Category 5 storm, is projected to cause “catastrophic” flooding and inflict severe damage in Jamaica. The University of Delaware’s Disaster Research Center has several experts who can talk about preparations, evacuations, health impacts, decision making and recovery. The following experts in the DRC – which has a few contacts in Jamaica – are available for comment. Jennifer Horney: Health impacts of disasters as well as how cuts to aid and emergency assistance will factor into recovery after the storm. Sarah DeYoung: Pets in emergencies, infant feeding in disasters and decision-making in evacuation. Tricia Wachtendorf: Evacuation decision-making, disaster response and coordination, disaster relief (donations) and logistics, volunteer and emergent efforts, social vulnerability. Jennifer Trivedi: Can talk about preparedness steps and recovery as well as challenges for people with disabilities during disaster, cultural issues and long-term recovery. Shanjia Dong: Research looks at infrastructure systems, critical infrastructure protection, effective disaster preparedness and response, and equitable resilience planning and climate change adaptation. A.R. Siders: Expert on sea level rise and managed retreat – the concept of planned community movement away from coastlines and flood-prone areas. To contact these experts directly and arrange an interview, visit their profiles and click on the "contact" button. Interested reporters can also email MediaRelations@udel.edu.

1 min

Understanding and predicting extreme weather in a changing climate

Kelsey Malloy is an assistant professor of climatology in the University of Delaware’s Department of Geography and Spatial Sciences, where she leads the Malloy Climate Research Group. Her research seeks to understand predictable climate variability and how large-scale climate patterns shape local weather and drive extreme events such as tornado outbreaks, floods and severe storms. Malloy’s research advances the predictability and understanding of severe weather in the United States and beyond. Her studies, published in Monthly Weather Review, Weather and Forecasting and Earth’s Future, have shed light on the climate signals influencing tornado activity and Great Plains rainfall. A member of the U.S. CLIVAR Predictability, Predictions, and Applications Interface Panel, Malloy also teaches courses in meteorological analysis and climatology, preparing the next generation of atmospheric scientists. In November 2025, Malloy will share her passion for climate science at TEDxUniversityofDelaware, using storytelling to illustrate climate’s enduring fingerprint on human history and experience. To speak with Malloy about the weather, email mediarelations@ude.edu.

4 min

The Leadership Use Case for AI Everyone Is Missing: How Dr. Saleem Mistry Is Redefining Decision Productivity

Artificial intelligence has transformed industries — yet, according to Dr. Saleem Mistry, Associate Professor of Management at the University of Delaware’s Alfred Lerner College of Business & Economics, its most overlooked potential lies in helping leaders themselves think more clearly and decide more effectively. Dr. Mistry focuses on enabling leaders to be more productive, think clearly, and make better decisions. Focusing on the Leader, Not Just the Organization Dr. Mistry’s work examines how leaders at every level — from executives to first-line supervisors — can use AI to enhance productivity and decision-making. While most organizational conversations about AI focus on operational efficiency or customer service, he argues that the true frontier is leadership productivity. “Leadership productivity directly shapes organizational performance,” he explains. “AI can be transformative when it helps leaders think faster, decide better, and regain the time they’ve lost to administration.” What Inspired This Line of Inquiry As a professor of management and leadership, Dr. Mistry is often asked how AI will change the workplace. Those conversations usually revolve around automating workflows, not empowering leaders. Yet, as he notes, an MIT report found that 95 percent of generative AI pilots are failing — largely due to the absence of clear business use cases. That insight shaped his direction: leadership itself may be the missing use case. Having spent much of his earlier career in high technology, Mistry saw firsthand that innovation succeeds or fails based on how effectively leaders model new tools. “Leadership productivity directly shapes organizational performance,” Mistry explains. “AI can be transformative if it’s applied thoughtfully and ethically — especially when it helps leaders think more clearly and act more decisively.” Dr. Mistry’s research focuses on the future of work, with a particular emphasis on how individuals navigate workplace transitions. His research explores how people adjust to both minor and major changes in their careers, such as shifts in jobs, responsibilities, teams, or entire organizations. A growing area of his expertise is the strategic use of artificial intelligence to enhance productivity for leaders, teams, and human resource professionals. His research connects academic insights with practical applications, helping to shape how people and organizations adapt to an evolving professional landscape.   View his profile here Demonstrating practical applications To validate his ideas, Dr. Mistry created a database of leadership use cases derived from 2024–2025 U.S. Office of Inspector General (OIG) reports published on Oversight.gov. He analyzed each leadership challenge using three guiding questions: Do the problems stem from leaders struggling with time, decisions, or task management? How might AI help? Where could AI have the greatest impact? This process produced a structured set of AI-productivity scenarios for leadership at three levels: Executive Example (Amtrak): AI could power a real-time RACI dashboard to clarify accountability, track decisions, and eliminate bottlenecks. Mid-Level Example (EPA): “Agentic AI” could cross-check allegations against verified data before termination decisions, preventing ethical and legal missteps. Supervisor Example (CISA): AI could scan incentive data for waste and anomalies, saving hours of manual review. These examples form what Mistry calls “the first leadership use-case library” — a framework showing precisely where AI can improve decision quality, speed, and fairness across public-sector management. Addressing the Leadership Bottleneck: Middle Managers Dr. Mistry’s recent collaboration with Steven Fields expands this lens to the organizational middle — where, as their paper “Middle Managers Are Drowning in Decisions” reveals, decision overload has become both a productivity and mental-health crisis. Research cited in that paper shows that nearly 70 percent of middle managers say their decision-making process is broken, while almost half report being overwhelmed by delegated or cross-cutting choices. The emotional toll is real: decision overload correlates strongly with workplace anxiety and burnout. Their proposed solution — Agentic AI — acts as a policy-literate assistant that checks data, interprets rules, and presents evidence-based recommendations. “Agentic AI doesn’t replace human judgment,” Mistry notes. “It gives leaders what they lack — clarity, control, and confidence.” Why It Matters By automating repetitive, data-heavy tasks, AI gives leaders something they desperately need: time. Time to think strategically, coach teams, and make better decisions. Mistry’s findings link AI adoption directly to mental well-being, arguing that improved decision productivity leads to improved organizational health. “Decision productivity is business productivity,” he says. “Organizations that make faster, fairer, and more informed decisions outperform those that don’t.” Next Steps: Building the Framework for Responsible AI Leadership Dr. Mistry’s next milestone is to develop a structured set of leadership use cases that can be used by business leaders at all levels where AI can deliver the greatest measurable impact. He is also developing frameworks for responsible AI adoption that help leaders determine when and how to deploy these tools ethically — across decision-making, communication, planning, and task management. He welcomes partnerships with organizations, leadership institutes, and technology groups eager to explore how AI can elevate executive and managerial effectiveness. “AI won’t replace leaders,” Mistry concludes, “but leaders who learn to use AI effectively will outperform those who don’t.”

View all posts