Monica Higgins is the Kathleen McCartney Professor of Education Leadership at the Harvard Graduate School of Education (HGSE), where her research and teaching focus on leadership development and organizational change. Drawing on a background that combines organizational behavior, business, and education, she works with senior education leaders engaged in large scale change. She runs HGSE's Scaling for Impact initiative and previously co-led the Public Education Leadership Project. She served as an appointee for U.S. Secretary of Education Arne Duncan from 2009 to 2016, has taught in leadership programs for The Broad Foundation and New Leaders for New Schools, and was a professor at Harvard Business School for 11 years. This article features a Q&A session with Higgins, in which author Suzanne Bouffard asks the following questions: (1) According to your research on organizational change, what are some of the most effective drivers of change in schools?; (2) Educators have been talking a lot about school culture as it is experienced by and related to students. Do you find a link between adult and student culture?; (3) How do you get traction for change in an environment that is constantly shifting?; (4) What can educators learn -- and not learn -- about change from the business world?; (5) How do you recommend school systems cultivate informal power?; and (6) Why are case studies effective learning tools and how could they be used for professional learning?