Story by Riley Rohler

The Leading the Way in Missouri initiative, presented by the Hook Center for Educational Leadership & District Renewal, recognizes outstanding K-12 educators and leaders who are making a meaningful difference in their schools and communities. Selected for their commitment to leadership, innovation and student success, the 2026-27 honorees exemplify the positive impact educational leaders can have throughout Missouri. Dr. Brian Breeden, superintendent of Clever R-V School District, is one of four educators recognized this year for his people-first approach to leadership and his commitment to building strong relationships across his district and community.

Dr. Brian Breeden has witnessed the growth of Clever R-V School District from many different perspectives. Over more than two decades in the district, he has served as a teacher, building leader, central office administrator and now superintendent. His connection to education began even earlier. With a mother who was a teacher and a father who was an administrator, Breeden was exposed to the work of schools from an early age. He remembers the coaches and teachers who made a lasting impact on his life and inspired him to become that same kind of influence for others.

“Being able to work with our next generation and giving hope to them, giving them confidence, that’s what drives me,” Breeden said. “What can we do to continue helping them, just like others helped me?”

Today, Breeden brings that same focus to his work in Clever. Whether he is working with students, staff, families or community members, he sees relationships as the foundation for creating a school district where people feel supported and invested in one another.

Growing through relationships

Since becoming superintendent of Clever School District in 2022, Breeden has focused on building a culture grounded in relationships. For him, meaningful growth starts with the people who make the district work, from administrators and teachers to staff and students.

Breeden emphasizes that a district can only move forward when the people leading and working within it are supported themselves.

“When we’re here, we’re going to work really hard, but we also know that you’re going to have a life outside of this, so try to take care of your people the best you can,” Breeden said. “You have to have well-rounded, balanced individuals who make the team and the community stronger.”

One colleague, Haylee Anderson, described the impact of that approach:

“He leads with trust, credibility and an authentic understanding of how decisions affect students, staff and families. What sets Dr. Breeden apart is his ability to lead courageously while remaining grounded in relationships. He consistently makes thoughtful, research-informed decisions that prioritize well-being, sustainability and long-term impact.”

For Breeden, investing in relationships has also meant listening before making major decisions. When he arrived in Clever, the district was beginning its continuous school improvement planning process. He saw the effort as an opportunity to learn directly from the people who knew the district best.

“I really used that as our springboard for getting feedback, hearing survey results, listening to teachers and meeting with groups across the district,” Breeden said. “It was about listening first.”

That listening extends beyond the school walls. Breeden makes a point of being present in the community, welcoming conversations with community members at local businesses, church and community events.

“A big part of leadership is being open when someone has a question,” he said. “Being present and being part of the community really helped establish those relationships from the beginning.”

Building trust beyond the school walls

Breeden’s commitment to relationships became especially important as Clever considered major investments in the district. Recently, a $16 million bond initiative passed, providing funding for expanded classroom space, safety upgrades, enhanced fine arts facilities and the restoration of the Family and Consumer Sciences program. For Breeden, the passage of the bond was not simply a financial accomplishment. It reflected the trust that had been built throughout the community.

Before the initiative moved forward, Breeden worked to ensure community members understood the district’s needs and felt their perspectives were being heard. In addition to conversations within the schools, he strengthened relationships with community partners by establishing a monthly meeting with local business leaders through the Chamber of Commerce. The meetings created a space for businesses and the district to share ideas, identify ways to support one another and develop new partnerships.

Those relationships have extended to other efforts to strengthen the district. Breeden has addressed challenges related to educator retention by transitioning Clever to a four-day school week and implementing a 14% pay increase for all staff. During that same period, the district’s Annual Performance Report increased from 75.2% to 84.4%, attendance improved and engagement grew.

These changes reflect Breeden’s belief that improving a school district requires attention to both systems and people. Building relationships helps him better understand the needs of the community, while trust creates a foundation for meaningful, long-term change.

Creating a place people enjoy

As Breeden reflects on his leadership journey, one idea consistently rises to the surface: people should enjoy where they work.

“No matter where you work, if you enjoy being there each day, you’re going to put forth a better effort,” Breeden said.

For Breeden, creating an enjoyable workplace is not about one specific initiative. It is built through consistent communication, recognition, relationships and a shared vision for the district. He believes people become more invested when they enjoy the people they work with and understand the purpose behind their work.

One example is Blue Jay Bravos, an initiative that allows anyone in the community to recognize teachers, students, administrators and other members of the school community through public shoutouts. Recipients receive those recognitions directly, and the messages are shared on social media. The program provides a simple way for members of the Clever community to celebrate one another and reinforce a culture of appreciation.

Anderson described the broader impact of Breeden’s approach:

“Dr. Breeden is visible, approachable and intentional about building relationships, creating a strong sense of belonging among staff and students. This people-first approach has resulted in dramatic improvements in district culture and morale, with climate and culture survey satisfaction rising from 76.32% to 92.04% in just two years. Through his leadership, people feel supported, valued and connected to a shared purpose.”

For Breeden, those relationships and that sense of community are what make the work meaningful.

“Walking through our new spaces and seeing the joy of students, talking with teachers and seeing people enjoy where they work—that’s what matters,” Breeden said. “I don’t think there’s any secret formula. We just have a really great group of people who work together and collaborate.”

Breeden knows that leading a school district is not something one person can accomplish alone. He points to everyone who contributes to Clever Schools, from teachers and maintenance employees to curriculum leaders, communications staff, secretaries and countless others. Each person plays a different role, but they share a commitment to students and to moving the district forward.

For Breeden, that shared commitment is at the heart of what makes Clever a community. His leadership is grounded in the belief that when people feel heard, supported and connected to one another, they can work together toward something bigger than any individual.