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Board/Superintendent Relations

Board/Superintendent Relations. Leadership Team for Children Kathy Hayes, Co-Director Leadership Development Michigan Association of School Boards. Collaborative Board/Superintendent Leadership is Essential:. For forming a community vision

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Board/Superintendent Relations

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  1. Board/Superintendent Relations Leadership Team for Children Kathy Hayes, Co-Director Leadership Development Michigan Association of School Boards

  2. Collaborative Board/Superintendent Leadership is Essential: • For forming a community vision • For crafting long-range goals and plans for raising the achievement of every child

  3. Collaborative Board/Superintendent Leadership is Essential: • For improving the professional development and status of teachers and other employees • For ensuring that the guidance, support and resources needed for success are available

  4. Why are superintendents disappearing? • The pressures of the accountability movement • The narrowing gap between the superintendent’s compensation and the compensation of other administrators in the district • The heavy time commitment

  5. Why are superintendents disappearing? • The declining mobility of candidates due to two-income families • The turnover rate of superintendents • A CONTENTIOUS RELATIONSHIP WITH THEIR BOARD

  6. What are the top reasons board members give for the breakdown of the relationship between their board and the superintendent?

  7. Lack of TrustLack of CommunicationLoss of Confidence

  8. A Notation About Leadership and Relationships… “The real power – If there is any in the superintendency – is in your relationships. Your ability to get things done, to lead, and to govern will depend on the quality of your relationships.” John Horn

  9. Challenges of the Board Governance Structure • Minimal qualifications to be elected • Lack of training • Little or no knowledge of what it means to be a board member • Little knowledge about education • Preconceived ideas/Personal agendas • Sense of obligation to the constituents who elected them AND…

  10. What happened to my board!!

  11. Characteristics to build, maintain and strengthen the board/superintendent relationship

  12. Focus consciously on the human dimension of the board-superintendent partnership by being open, reliable and equitable.

  13. Relationships • Superintendent sees board as a precious asset rather than as a damage-control challenge • Willing to spend a quarter of his/her time on board governance and relationships

  14. Communicate Communicate

  15. Keep the whole board well informed, not just your supporters Be an active listener who uses communication skills to build trust and collaboration Question the board about the information they need to make decisions And Communicate some more!

  16. Ways to communicate with board members • Weekly reports • Call all board members prior to board meetings • Crisis situations • Establish clear expectations • Create forums for discussion where it’s okay for a board member to share a concern

  17. More on Communication • Communicate accurate information, early and often • Head off potential problems • Elicit from board members information about what they are hearing

  18. Work with all communication styles

  19. Reliability • Avoid even the appearance of ethical conflicts • Be consistent and predictable in your own behavior • Don’t be afraid to say “I don’t Know” • Keep confidential all matters meant to be confidential

  20. Reliability • Carry out obligations as promised -Follow up on questions and requests promptly • Get packets to board members in a timely way • Be overly prepared for meetings and offer well-thought-out recommendations for action • Give the board full facts and background • Follow policy consistently

  21. No Surprises!

  22. Absolute and total honesty! What goldfish?

  23. Compromise/Rarely draw a line in the sand

  24. Never back the board into a corner • Remember to include your board every step of the way in crucial decisions • Admit mistakes on a timely basis – don’t wait until someone points it out

  25. Use good judgment & Learn to feel reluctance from the board

  26. Equity • Share information equally with board members • Provide opportunity for training to all board members • Seek all board member opinions and ideas • Make equal time for all members • Refrain from making negative comments about any one board member

  27. Get to know your board members

  28. Keep focus on students

  29. Target Improvement • Set goals together; Revisit often • Regularly present educational updates from school improvement teams, administrators and teachers regarding goal progress • Help boards make decisions based on data • Encourage board members to learn about their roles and responsibilities by attending board development opportunities

  30. When you are seeing signs of trouble in the relationship….

  31. Get Assistance!! • Talk to other experienced superintendents • Use an objective facilitator to “clear” the air and facilitate a board workshop • Work with the board president • Schedule a meeting to work through the problem

  32. Take care of yourself

  33. Questions?

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