The author explains, in detail, strategies used in her experience to develop a shared vision, with every group she led, to serve as their guide for all improvement efforts. These are strategies that she used throughout her leadership experience. The first strategy helps the leader know the school and the community partners. The second strategy is designed to clearly define a compelling future of excellence for the organization. The Theory of Action is simple: Once every single member of the school community shares in this vision and sees themselves as a contributing member, they find purpose in the endeavor. This shared vision becomes a call to action and the commitments they bring to the school are materialized. The mandates become an opportunity for change and a shift from a "Compliance to a Commitment" mindset begins. Through her Testimonio, the author will help readers understand the importance of developing a clear road map that can be revisited multiple times to keep the teams focused on top priorities for all students. The purpose of this article is to highlight the importance of using social capital and the will of the team members to activate a vision in any educational setting ensuring an equitable approach to begin the journey of continuous improvement (Bryk et al., 2017).