In this article, the author relates how he initiated a systemic improvement to Half Hollow Hills school district when he became its superintendent. He relates that although he came to Half Hollow Hills with a deep understanding of the models of systemic change, he did not bring with him a specific prescriptive plan for improvement. His plan for systemic improvement for Half Hollow Hills was based on the answers to the question of what a graduate of Half Hollow Hills should know and understand to become a successful citizen of the 21st century. He relates that the first action he undertook for the school district was the establishment of the Leadership Council, a group composed of all district administrators. Leadership Council was created as a vehicle for professional development and as a venue wherein all district administrators are afforded with a real voice in the systemic improvement process. Together with other district administrators, they formed Think Tank, a sub-group of the Leadership Council that allowed them to find answers and help them to develop the framework for a long-range systemic improvement plan. During the process of implementing systemic change to Half Hollow Hills, the author relates that it has been a complex process that took a long time and an unwavering commitment.