Darrien Slider Johnson, ACSA’s 2026 Personnel/Human Resources Administrator of the Year, spent 35 years in education working to leave every school and district better than she found it. Although she will retire in August, her impact will continue to be felt in the colleagues she mentored, the systems she strengthened, and the students who will benefit from her work for years to come.

Throughout her career in HR, Johnson has worked to ensure staff reflect the diverse communities they serve. With a vision to address bias and barriers in the hiring process, Darrien and her team have led intentional recruitment efforts and advanced equitable hiring practices. In her role as chief administrator, human resources at the Sacramento County Office of Education, she championed strategies that reduced bias and expanded access for underrepresented candidates, strengthening the county office’s commitment to fair and inclusive employment practices.

Her strategic oversight of personnel operations demonstrates a proven record of effectiveness, ensuring district and county systems function at their highest potential. At SCOE, Johnson led the digitalization of all HR files and evaluation processes, significantly increasing operational effectiveness. She also guided the development of a new onboarding program and streamlined the hiring process.

Guided by her belief that high-quality staff are the foundation for student achievement, Johnson has established programs to hire and retain employees who demonstrate excellence. She has also monitored teacher assignments to ensure all students are taught by qualified professionals.

Johnson has been an ACSA member since 1992 and has served as a region representative on ACSA’s Council of Classified Educational Leaders and Leadership Development Committee, and as a Region 2 board member.

Her service on ACSA’s Mental Health Task Force highlights her dedication to the holistic well-being of the school community. Johnson treats every staff member with compassion, serving as a calm, steadfast leader, even in difficult HR situations. Her approach ensures that inclusivity is not just a policy but a felt experience for all.

“I am personally grateful for Darrien’s mentorship and the ethical, student-centered perspective she brings to every decision,” said Jacqueline White, assistant superintendent, student programs, with Sacramento County Office of Education. “Her vast experience — spanning roles as a teacher, principal, and assistant superintendent — allows her to maintain a ‘culture of service and excellence’ that prioritizes the superior educational experience of all students.”

What’s the best advice you’ve been given? The best advice I’ve ever received is simple but has guided every decision I’ve made as an educator and leader: Leave every place better than you found it. Over time, that idea has grown into a responsibility centered not just on systems and outcomes, but on people. For me, this means ensuring that students feel supported and seen, that staff feel valued and empowered, and that the community recognizes its schools as places of belonging and opportunity.

In human resources, the impact is not always immediately visible, but it is deeply felt. The way we recruit, hire, support, and retain staff shapes students’ daily classroom experiences. When we do this work well, every child benefits from educators who are prepared, cared for, and committed. Leaving a place better means building structures that outlast you, whether through a more inclusive hiring process, a stronger culture of collaboration, or systems that prioritize both excellence and care.

What are some life hacks that you would recommend for a new administrator? If I were advising a new administrator, one of the most important “life hacks” I would offer is to intentionally build a strong professional support system. Support makes you more efficient, focused, and better able to protect what matters most outside of work. Our roles are demanding, but life should include self-care, joy, and connection with family and friends. Work should enable us to enjoy life, not replace it.

With that foundation in mind, a few practical habits can make a significant difference in day-to-day effectiveness. First, learn to control your calendar. If you don’t prioritize your time, others will do it for you.

Equally important is handling tough conversations early. In education, avoiding difficult issues rarely makes them better. Addressing concerns directly, respectfully, and promptly builds credibility and prevents small issues from becoming larger problems.

Another key habit is being intentionally visible. Leadership is not just about meetings — it is about presence. Being in classrooms, hallways, and at school and district events builds trust, reinforces priorities, and keeps you connected to students’ and staff’s daily experiences.

Finally, create systems for recurring issues. If you find yourself solving the same problem more than once, it is a sign that a process is needed.

What would people be surprised to learn about you? People are often surprised to learn that I am naturally shy and that public speaking is stressful for me. It may not appear that way when I facilitate meetings or present, but it has always required intention and practice.

Over time, I’ve learned to reframe that discomfort as an opportunity for growth and to stay grounded in purpose. I remind myself that the focus is not on me, but on the message and the people it serves. That perspective has allowed me to step into spaces that once felt intimidating and to lead with authenticity, even outside my comfort zone.

What’s the biggest challenge you’ve overcome in your current position? Transitioning to a county office of education was one of the most challenging and rewarding shifts in my career. After many years working within school districts, I came to understand how distinct the county office role is. The scope of services is vast, from direct student programs to district support, regional coordination, and statewide initiatives.

To be effective, I deliberately learned about each department to understand their work. This required listening closely, asking questions, and developing an appreciation for the organization’s interconnectedness.

Human resources in a county office environment requires a wider lens. Decisions must account for diverse needs across programs, communities, and partners. Gaining that understanding took time, but it strengthened my ability to serve the organization and align our work to support both operational excellence and student outcomes.

How has ACSA supported your career? ACSA has been a constant source of support and growth throughout my career, from my earliest days as an assistant principal to my current role in human resources leadership. At each stage, it has provided targeted professional development, mentorship, and opportunities to connect with others navigating similar challenges.

Beyond skill development, ACSA has played a critical role in shaping my voice as an advocate. Through its networks and leadership opportunities, I developed a deeper understanding of educational policy and the importance of advocating for decisions that serve students and support educators.

Today, ACSA remains central to my work. It is where I encourage the leaders I mentor to engage, learn, and grow. It is also where I have built lifelong professional and personal relationships that have enriched both my career and my perspective.

The theme for this year’s Leadership Summit is “You Belong Here: Leadership for Every Student.” What does belonging feel like for you? Belonging is more than a concept; it is the feeling of being accepted, valued, and celebrated as a connected member of a community. It is knowing you are not on the outside looking in, but an integral part of something where your presence truly matters. In my work, creating that sense of belonging begins with relationships. It involves treating every individual with compassion, respect, and dignity while fostering environments where voices are heard and collaboration is encouraged. Whether through systems that support new employees, such as one-on-one, targeted training plans across all HR positions, or through intentional efforts to recognize and appreciate staff contributions, the goal is to make inclusivity a lived experience.