Broderick Spencer has spent nearly three decades working inside complex systems and making them better for people. Her career has spanned classrooms, school buildings, districts, nonprofits, and communities.
At every stage, his focus remained consistent: building sustainable systems that would serve others long after the leader was gone.
“Success is defined by accomplishing the goals you set,” says Spencer. “The measuring stick is not what you have done for yourself, but what you serve.”
That belief has shaped a long career in education leadership and operations.
Early life and foundation in leadership
Spencer was born in Jackson, Mississippi. When he was seven, his family moved to Long Beach, California. He was raised by a single mother, Clara Spencer, who played a central role in shaping his values around discipline, responsibility, and service.
As a student, Spencer excelled both academically and athletically. He was a scholar-athlete who lettered in football, baseball and basketball. He earned All-League and All-County honors and played in several All-Star Games. He also took on leadership roles as a freshman, serving as ninth and tenth grade president and earning several speaking awards.
“I began working as a mentor with youth during high school and college,” he recalls. That early commitment to mentorship later became a defining theme of his career.
Spencer played collegiate baseball at Jackson State University and football at the University of California, Santa Barbara. He later earned a BA in Law and Society from UCSB and a Master's degree in Education from Howard University.
From classroom to school leadership
Spencer began his professional career as a teacher, teaching social studies in the classroom for eight years and coaching athletics. She also served as a department chair, balancing instruction with leadership responsibilities.
Teaching gave her first-hand knowledge of how policy decisions affect students and staff at the grassroots level. This also strengthened his belief that leadership should be practical and people-centric.
He says, “Believing that all children can learn and deserve a fair opportunity to succeed is non-negotiable.”
Those years laid the foundation for his transition into school administration.
Leading schools through complexity and change
Spencer spent more than two decades as a school leader, including eight years as an assistant principal and thirteen years as a secondary principal in several New York school districts. He led middle and high schools in both urban and suburban systems, many of them facing instability and deep challenges.
“I have worked in some of the most challenging and unstable educational systems in America,” says Spencer. “I found success by listening, observing, and building the human capital capacity around me.”
As a principal, she designed and implemented expanded Advanced Placement access, Regents-level curriculum alignment, SAT and PSAT initiatives, mentorship programs, and enriched extracurricular offerings. These were not abstract strategies. They were created in collaboration with teachers, families and students.
“I set SMART goals by involving all stakeholders in decision-making,” he explains, “and I held everyone accountable, starting with myself.”
Community involvement and systems thinking
One of Spencer's strengths is creating partnerships beyond the school walls. They teamed up with colleges, healthcare providers, law enforcement and community-based organizations to expand student support services and real-world exposure.
His approach was structured and data-driven. “I look at what needs to be done first based on priority,” he says. “I use a check-off system and revisit the goals to build on them.”
He also relied on the evidence. “I use reliable statistical data to analyze the results,” explains Spencer. “I inspect the quality of the product using before-and-after metrics.”
This systems mentality made his work sustainable even during leadership changes.
Expanding impact through non-profit operations
Today, Spencer serves as the Director of Southern California Operations for the Williams Law Foundation. In this role, he oversees after-school programs and child care centers, ensures regulatory compliance, strengthens community partnerships and supports grant development.
The position blends his background in education, operations and community service. It also reflects his belief that leadership is about stability.
“Legacy matters more than accolades,” he says. “You have to be able to look in the mirror and know that you did what was in the best interests of the people you were responsible to serve.”
A leadership style based on accountability
Throughout his career, Spencer has emphasized personal accountability and honest reflection. When facing challenges, he focuses on control and preparation.
“I focus on what I can control in the moment,” he says. “I plan how to overcome challenges and what support systems I can call upon.”
He surrounds himself with accomplished peers and seeks direct feedback. “I ask for honest feedback looking at the facts,” Spencer says.
That mindset has kept his leadership adaptable to different roles, sectors and systems.
Measuring Success by Service
Outside of work, Broderick Spencer remains deeply involved in community service through voter registration drives, food and clothing programs, health education initiatives, youth mentorship and senior involvement. He is a longtime member of Omega Psi Phi Fraternity Incorporated and is active in faith-based and civic organizations.
For Spencer, success isn't about titles or recognition. It's about the impact that lasts.
“What matters is the stability of the systems you put in place,” he says, “even when you no longer exist.”
This principle guides his work as a learning and operations leader, building systems that serve people first.