Nurturing the Board and Thriving as a New Superintendent

A recent article in School Administrator Magazine offers nine survival tips for new superintendents in fostering relationships with the board.

1. Clarify roles to set the stage for an effective partnership.
   • Develop operating principles during your honeymoon period. For example, one superintendent called for a closed session to discuss personnel performance (his own) and communicated to the board that he wanted freedom in how he achieved the board’s goals—without board involvement in those decisions. He wanted to be evaluated based upon the results, not how he arrived at them.
2. Be an inseparable partner—don't let the board meet alone.
   • This is especially true for evaluation when some boards will ask the superintendent to leave. The author advises, “Explain that if they hold the discussion outside of your earshot and filter it through the board chair, that prevents you from understanding specifics, emotion levels and context.”
3. Be the only connection between the board and staff.
   • When any central office staff or building leader talks to a board member, expect an informal, confidential report/update. “No one needs to know this unwritten rule.” You need to be able to keep abreast of board members’ thoughts, feelings, and positions.
4. Be transparent and honest will all board members.
   • If one asks for information, respond in a way that provides the information to all. No surprises. Build trust at every opportunity.
5. Be personable, respectful, and civil.
   • Go above and beyond to make board members feel special and appreciated. Ensure they are each up to date on happenings in the district. Be careful not to create the perception that you favor one over another.
6. Remain neutral.
   • When board members disagree, don’t take sides. If asked for a recommendation, focus on what’s best for kids.
7. Plan for organizational continuity of leadership.
   • Name someone who can respond in your absence if you won’t be available/accessible.
8. Have a reputation for being a loyal subordinate of the board.
   • When an issue arises, defer to the board as the deciding body. Provide support and don’t let them “off the hook.”
9. Be the board’s go-to resource.
   • Be the one to educate the board through workshops, IASB convention, and educational research articles. Schedule time to meet socially when you attend convention. You can influence the board’s thinking around potential initiatives you anticipate.