Redbird alum Dr. Carrie Hruby, Ed.D. ’21, was the only woman left in the final candidate pool for a prestigious superintendent vacancy. The sitting leader’s retirement loomed.
Hruby served as the district’s second in command for years. The reputable district often called upon her to take the reins while the superintendent took a vacation or attended out-of-area meetings. Each time she stepped up, the school board voiced their vote of approval.
Hruby and the board shared a mutual respect. Yet, at the very end of the interview process, one male board member vocalized doubt on Hruby’s candidacy for a reason unrelated to her abilities.
“I feel like I’m at a point in my career where I have a drive to give back to those stepping into a leadership role, from assistant principal to superintendent. I’ve learned from others, as well as my own experiences, and this book shares those lessons.”
Dr. Carrie Hruby
When the board president asked if there were any additional thoughts, he said, “I’d like to ask her the gender question.”
Before Hruby could respond, a woman on the board firmly ended the misogynistic inquiry.
“I was intimidated and somewhat thrown off by his question. I knew, and everyone in the room knew, that he was questioning my capacity to lead a large organization because of my gender,” Hruby said.
In the moment, she was grateful for the reprieve. A few days later, she accepted an offer to become the district’s first female superintendent.
As the years passed, her reaction to the “gender question” remark ballooned from a quiet dissonance to a chorus of regret.
“I wish I’d had the opportunity to whisper in the ear of my younger self and tell her to go ahead and answer the question,” Hruby said.
“He was coming to that question thinking that being female was some sort of deficit or challenge. But being female is not a deficit, it’s a sorely needed perspective. The leadership skills women bring to the table are integral to thriving organizations.”
Storytelling
In 2023, Hruby closed the wound of that interaction by penning her first book, Comfy Shoes and Keychains: Tips for Women in Leadership.
She kicks off the publication with an in-depth reflection on her journey to the superintendent role.
The subsequent chapters narrate unique, challenging situations from different women in leadership with whom Hruby has rubbed shoulders over the past 20 years. These women are faced with circumstances where they are underestimated, marginalized, overburdened, or all the above. They lean on their professional experience and the support from trusted peers to grow through adversity. They learn through the figurative and literal bumps and bruises.
“I’ve always felt like storytelling is an important way to learn. Telling stories of people’s experiences can help a generation of new or aspiring women in leadership. We build courage through the stories of our peers, and courage builds resilience,” Hruby said.
“In a demanding role where the chips are too often stacked against women, it’s important to have leadership endurance.”
While Hruby cannot advise her younger self, she hopes Comfy Shoes and Keychains can put a bug in the ear of the women who pick up a copy.
“I feel like I’m at a point in my career where I have a drive to give back to those stepping into a leadership role, from assistant principal to superintendent. I’ve learned from others, as well as my own experiences and this book shares those lessons.”
Hruby is a member of the Illinois Association of School Administrators (IASA) and has presented her book’s message to the first female superintendent cohort, IASA Elevate. In addition, she was invited to speak to a new Illinois State group, the Allyship, Connection, and Engagement (ACE) network. The group includes superintendents who are women across Illinois and is housed in the Department of Educational Administration and Foundations, where Hruby earned her doctoral degree.
“Dr. Hruby’s message was powerful. She was able to share about her book, the writing process, and perhaps most importantly, she inspired us to lift our peers. That’s one of the main purposes of ACE. We’re so proud she’s one of our alums,” said Dr. Lindsey Hall, EAF’s P-12 graduate coordinator and the person who started the network.
What’s in the title
Without spilling the tea, the items of the book’s title, comfy shoes, and keychains, are used both as metaphors and practical tools for change. They facilitate dynamic improvement in the attitudes and behaviors of leaders toward their professional and personal lives.
In the book’s forward, Dr. Courtney Orzel writes, “Carrie actually gave me a keychain several years ago, and I still have it with the solid reminders of the ‘why’ behind it. To see her write about this concept for the world to see is inspiring, engaging, and empowering for all women leaders, who will likely go buy themselves or a colleague a keychain after reading her work.”
The EAF effect
Hruby believes Comfy Shoes and Keychains is the album made possible by the dissertation process she went through as a student in the Department of Educational Administration and Foundations (EAF). Her dissertation chair, Dr. Stacy Otto, perhaps earns the nod of producer.
“While I was researching my dissertation, I would start to veer off with some other ideas. Dr. Otto said ‘Don’t let go of those ideas, hang on to them for the future. They may lead somewhere after you’re done with your degree,’” Hruby said.
“That advice allowed me to easily refocus on the dissertation while also building content that would help me to put together this book.”
The next installment
While writing a book is a huge accomplishment, Hruby’s momentum did not end once Comfy Shoes and Keychains was published.
By early 2025, she will become a two-time author. Hruby is contracted with Bloomsbury to put out Making Personnel Personal. The human resources-focused piece will offer an even more practical approach to K-12 leadership than her first publication.
“Oftentimes, we step into leadership positions because we’ve been successful as teachers or teacher leaders. And we have had little experience with people who aren’t doing a good job. Sometimes the best route is coaching; sometimes it’s employee discipline,” Hruby said.
“The book shares what I wish I had known when I first stepped into leadership; it’s what goes into making strategic and informed HR decisions in these moments.”
In a field where women make up nearly 70% of the teacher base and less than 30% of leadership, Hruby is helping to redirect the “gender question.” In what ways are districts failing to live up to their potential because more women are not in top positions, and how can all districts support women in leadership?
