Every autumn, 50 million children load their backpacks and head off to public school. Most children embark on the adventure of a new school year with a mix of anxiety and anticipation. Many excuses are offered for the failures of public education. Still, on their very first day of school, kindergartners and new teachers alike arrive with the mindset that anything is possible. The system that connects the teacher and the student to each other must be addressed. Their futures are intertwined. Their destinies are linked. One of the greatest challenges of being a leader is exercising the discipline of a process--or staging--of change. Without that sequential process, one will not have a solid foundation on which to build. It's not enough to have a few good ideas or quick wins. It's the building of a system capable of connecting students and their dreams to educators who want to help achieve them. Most systems function in a manner that is reactive to conditions rather than intentional in results. It's critical to break down the silos between governance, management, classroom and community and to build a strong, cohesive leadership team. Shared power yields the rewards of both shared ownership and accountability. Change has to be phased and sequenced in a way that doesn't overrun the capacity of people to implement it. Finding that balance is critical to success. In this article, the author defines five stages of organizational maturity through which a school district must move to be poised for the future. Each developmental stage represents a key area of focus that sequences foundational elements that will move a public school system from reactive to intentional.