A problematic trend in the nature of work in educational settings has been the declining emphasis on a professional orientation to work and a growing emphasis on more technocratic approaches. This international trend has led to increased attention on skills and competencies and lessened attention to values, beliefs, motivations, energy, and identities. This article, based on a case study of a high school leader in a reform setting, identifies the professional identities negotiated by the leader with various constituencies and how these identities are used to build trust and gain political capital in order to achieve reform.