!HELP!
A Series for School Leaders
Superintendents: How do I get (and stay) on the same page as my Board?
The relationship between the School Board and the superintendent impacts the trust of the community, the success of the school district and the morale and performance of all staff. Ultimately, an honest, open and trusting relationship means all can stay focused on what is most important - the academic, intellectual, emotional and social growth of our students.
However, getting on the same page with the board and staying there can be challenging. Here are some tips for superintendents for working in concert toward what is best for your school district and community.
The relationship between the School Board and the superintendent impacts the trust of the community, the success of the school district and the morale and performance of all staff. Ultimately, an honest, open and trusting relationship means all can stay focused on what is most important - the academic, intellectual, emotional and social growth of our students.
However, getting on the same page with the board and staying there can be challenging. Here are some tips for superintendents for working in concert toward what is best for your school district and community.
- I always say that being a superintendent is not a job, it is a lifestyle. Therefore, it is important that there is a deep understanding of the match between your vision and the Board’s vision for educating students. Like it or not, working with the Board is professionally intimate and takes a lot of time. Ask questions during the interview process that get to the heart of their beliefs as board members and as people - then assess whether or not you are a match. This is the foundation for a lasting relationship.
- Take care of the Board. It’s tough being a superintendent and just as difficult being a school board member in these times of personal and political discord. Take the time to get to know each one of them individually. Go for coffee, have lunch and eat dinner together four times a year. Ask about their families and personal interests. Be sure to say happy birthday and reach out on the holidays.
- If you protect them, they will protect you. No surprises. The Board becomes frustrated when they get asked questions they know nothing about. Use your Spidey-Senses. Give the Board a heads up that something may come their way when a difficult issue is emerging. You want to tell them to direct the questions back to you. But also, provide them with information and potential answers to the questions just in case the community member, staff member or parent is insistent. The same holds true when something fantastic is about to happen. Be sure to genuinely compliment Board members at public meetings and step in front of harsh criticism.
- Honor your Board. Never take the credit. Whenever possible include the Board when praising your staff for accomplishments. Prompt staff to write letters and share examples of classroom accomplishments at the public board meeting during Board Appreciation Month. Inviting students and staff to a public meeting in order to show appreciation for the Board and their work is meaningful to them.
- Keep disagreements professional and when possible keep the conversations private. It is not always possible to have all board members on the same page with you. Pick up the phone or meet face to face to hammer out individual disagreements. Agreeing to disagree is not a bad thing. Going at each other in public only creates mistrust and demotivates those you lead. Articulate your position from the heart and supported by data. Empathy is critical. Know your non-negotiables yet strive for compromise. Most Board members serve for the right reasons and have knowledge and experiences that may be valuable to you. Truly listen and hear what they have to say.
- The Board President is key. Part of the role of the Board President is to assist you with getting the full Board on the same page. Take extra time to talk with your president first as you anticipate the issues that are coming down the pike. Talk to the President and get the temperature of how other Board members may be feeling about an issue or an idea. Discuss strategy and ask for an opinion or perspective.
- Students and staff are the focus. In all that you do, come from a place that puts students and staff first. With every initiative be it instructional or operational, explain the benefits to student learning and staff growth. Doing this consistently, overrides the suspicion that you may have political or self-serving motives for your decision making - especially in times of disagreement. In uncertain times, School Boards, parents, students and community appreciate leaders with this kind of focus. Your focus on students and their learning reminds everyone of our mission.
- Develop Board goals. Strive to align the Board’s goals with that of the goals of all district administrators and building leaders. Take the Board through a process of developing their goals. All leadership goals should be directly connected to the district’s mission, vision and the agreed upon strategic plan. This keeps the Board focused on true work of the Board which all goes back to student learning and growth. A well articulated and crafted strategic plan that includes financial, instructional, professional learning, operational, facility and community involvement goals can form the basis of the Board goals. Aligning the Board’s goals strengthens your school district and ensures everyone is pulling in the same direction. Developing Board goals is a way of keeping them at twenty thousand feet and out of the weeds.
- Communicate, Communicate, Communicate. As the old saying goes, you cannot communicate enough. Formalize your communication by scaffolding. A fundamental rule of thumb in communicating with the Board is that what is good for one is good for all. Refrain from the urge to share some things with one board member and not another. Everyone talks. So, keep your communications on a professional level and be sure what you say to one can be shared with all.
Communication Scaffold:
Contributed by our consultant Dr. Keith Kelly. Dr. Kelly is the author of Straightening the Curve: Designing for Deep Learning and Thriving Learning Communities.
- Level 1: Scaffolding your communication begins with daily (or every other day) phone or in person discussions with the Board President. Discussions about the work with the Board President should be immediately summarized in an email to the full Board. This prevents one Board member being more “in the know” than the others.
- Level 2: Summarizing in an email to the full Board what is happening in the district as it occurs. Having to do this can vary from week to week but it is different from the typical weekly summary that goes in the Board packets on Friday.
- Level 3: The weekly Board packet that includes information from you and your district administrative team. The information in this packet should be directly related to the strategic plan and include any necessary financial, sensitive personnel and legal updates.
- Level 4: Meeting with the Board President, Vice President and chief financial officer about the Board agenda and meeting. Going through a draft of each agenda item in detail ahead of the meeting helps to clarify and anticipate any issues that may arise during the public meeting.
- Level 5: The public Board meeting. Begin each public meeting by honoring students and staff for their accomplishments. Follow this with a building presentation by staff and students regarding instructional initiatives related to the strategic plan. Invite the parents of the students who are involved. This is a great way to update the Board and set a positive tone for the meeting.
- Level 6: Public Board work sessions. These are particularly useful when you are proposing initiatives and changes directly connected to the strategic plan. It allows the Board to have their voices heard and provides valuable perspective to you and your leadership team. It is a good idea to have selected members of your leadership team to be a part of the work sessions and present on pertinent topics. This is a great time to educate the Board and the public on instructional and operational initiatives. Also a good idea to provide dinner or at least coffee and snacks.
- Level 7: Executive Sessions. Stick to the Sunshine Laws. Don't put yourself or the Board at risk.
- Level 8: Education and Inclusion.
- Take the Board (no more than two at a time) on classroom and program tours around the district. This is helpful after a new initiative has been implemented. The Board loves to see the teaching and learning process. It is also helpful when there is new construction and renovations. When the Board puts their eyes on a new initiative it helps them to better explain what is happening when they get approached by parents and community.
- Take the Board to an exceptional educational conference once a year that is related to the strategic plan. Take time to discuss what was learned and what can be implemented.
- Involve a school board member or two on your Superintendent’s Community Advisory Council and invite them to be guest speakers at your Student Advisory Council meetings.
- Arrange meetings so that the Board and State/Federal Representatives from the House and Senate can discuss educational policy and law.
Contributed by our consultant Dr. Keith Kelly. Dr. Kelly is the author of Straightening the Curve: Designing for Deep Learning and Thriving Learning Communities.
!HELP! is a series of common scenarios that confront schools today and our attempt to help schools and administrators deal with them. We will add new scenarios periodically. If you have a suggestion of one you would like to see, please let us know.
Contact us for further and individualized assistance.
This provides only general information.
Contact us for further and individualized assistance.
This provides only general information.