1. Communication is Key
2. Create a Collaborative Atmosphere of Respect and Collegiality
3. Plan for Board Meeting Success
4. Establish Roles and Responsibilities
5. Nurture Relationships
6. Focus on Teamwork and Target Improvement

1. Communication is Key—especially with the president
Communicate, communicate, communicate. That was the message from nearly every superintendent who responded. It seems communication—honest, open, and on time—is key to good board/superintendent relations. Beyond that basic message, respondents offered the following:

Basic Tools

• Communicate to all board members on key issues, if one board member asks for important information all board members should receive that information.
• Send board members weekly updates, in packets, phone calls, or e-mails. Make sure the update captures the events of the week. (Most respondents recommend sending updates on Friday.)
• Provide a calendar of school events for the coming week in weekly “board packets.”
• Throughout the week, communicate by email or phone on any issues that they need to know about and cannot wait until Friday’s message.
• Use a variety of communications channels – face-to-face, e-mail, phone, formal reports.
• Communicate accurate information, early and often.
• Communicate proactively; give the whole story without prompting.
• Never let the board be surprised; make immediate phone calls or e-mail board members when a crisis occurs that they should know about.
• Make every attempt to head off potential problems.
• Always tell the truth; even if something went wrong, apologize and move on.
• Listen carefully; ask clarifying questions.
• Facilitate two-way communication. Elicit from board members the types of comments they are hearing from friends and neighbors, so the district can review it and make decisions based on community input.

Power Principles

• Make early morning phone calls.
• Be available by cell phone 24/7.
• Use an automated emergency phone system.
• Create forums for discussion.
• The day following each board meeting, send board members and all school employees an e-mail summary of board actions, discussions and reports presented.

BACK TO TOP

I send a weekly “Chip Shot” which keeps Board members informed of all the things happening in the district…they are rarely caught off guard and can respond intelligently if questioned about something.
– Michael Koster

We heard recently that the number of half days was getting to be overwhelming for our parents, so it is our intention to make adjustments as best we can. We know that this might change the way we do professional development, but we need to respond to needs.
– Dr. Charlene Coulson

I briefly share what has transpired both negative and positive during the course of the week. Always letting them know that any more detailed information is simply a phone call or e-mail away. They appreciate the info as they are approached by a community member when they can respond “yes, I am aware.”
– Thomas Paniucki

Try not to surprise board members. When something bad is happening, take a few minutes to let them know with e-mail and voice mail; this is easy to do. Have board members hear it from you first rather that seeing it on TV, reading it in the newspaper, or hearing it in the grocery store.
– John Hoeffler

Communication, communication and communication. Like most superintendents I send out a weekly communication to my board. This helps eliminate surprises and builds trust.
- Ron Simon

Do a weekly “Friday packet” to the board and cabinet. Ask your staff to make contributions, written to the superintendent but knowing it is going to the board and cabinet. As one of the superintendent’s focuses for this, make sure, in your write-up, that you get the board’s attention to the really important stuff coming up and the things that you and your cabinet need for them to do to help you make it happen. If you have a question on whether or not something should go into your packet, put it in. If something needs to be regarded as confidential, then write a separate memo about that and stamp all sheets confidential (sometimes I give the board an idea of how long it needs to remain confidential.). Do not assume that the board or the cabinet will assume that your normal memo is confidential (it is not) or that your normal memo is not subject to FOIA (it is). Do not be overly chatty in your normal memo –get to the point—and do not leave in anything you think might come back to bite you.
– John Hoeffler

No surprises! They know the good, the bad, and the ugly.
– Richard Dunham

2. Create a Collaborative Atmosphere of Respect and Collegiality
Many MASA members offered advice on creating a positive atmosphere that facilitated good working relationships, not only between board members and superintendents, but among cabinet members as well.

Basic Tools

• Create an atmosphere where it is okay for a board member to share a concern.
• Practice honesty and positive regard.
• Be consistent in personal and professional behavior.
• Don’t play favorites
• Treat all board members like you would like to be treated.
• Be respectful individually and collectively.
• Never email board members something you would not shout across a room full of people.
• Don’t be afraid to say I don’t know.
• Don’t wait to long to ask for help.
• Give credit for accomplishments from your administrative team.
• Take responsibility, even when it’s not your fault when things don’t go right.
• Look for the constructive portion of feedback.
• Follow up on questions and requests promptly.
• Make board members look good, wise, smart.
• Defend board members, policy and privately.

Power Principles

• Keep a sense of humor – people enjoy others who make them smile or laugh.
• Hold comments, listen, and carefully consider board members’ points of view; when they direct an action against your advice. Try to make it work.
• Let board members know that you and the community appreciate the time and effort they put forth for the benefit of children every chance you get.
• At the end of every Board meeting, make closing comments thanking the board for their preparation and work.
• Admit mistakes on a timely basis—don’t wait until someone points it out.

BACK TO TOP

I am very open and honest with Board members, it isn’t always easy but it builds trust over time.
– Michael Koster

Sending an e-mailed summary of board actions, discussions and reports presented helps the board stay connected with staff and in reviewing what went on at the meeting. Sometimes the pace of meetings and possible distractions interfere with all that went on.
– Region 7

Focus on the positive. There is enough negative in the world, we do not have to contribute to it.
– Ken Micklash

3. Plan for Board Meeting Success
As the primary setting where Board/Superintendent work gets done, board meetings are critical to creating good working relationships. Most respondents referred to at least one way to make these important events more meaningful and productive.

Basic Tools

• Be overly prepared for meetings.
• Send out meeting agendas the week before the board meeting.
• Include well-thought-out recommendations for action. Explain the context and rationale for each agenda item ahead of time.
• Give the board full facts and background on issues that will come before them.
• Create a consent agenda to structure board time.
• Schedule staff presentations at board meetings for board and community members, for example operations reviews, program updates, or academic excellence presentations.
• Have a monthly “work session” instead of a second regular meeting. Meet early and start with a light dinner. Include only informational topics, and keep the atmosphere informal. Have the board pick topics to discuss or explore early in the fall. Discuss issues of interest and use remaining time catching up on family, kids, and general visiting.
• Leave the board an out—don’t box them into a corner.
• Conduct a minimum of two board workshops per year for board development and budget planning.

Power Principles

• Meet with the board president every Monday morning to review issues in the district.
• Call every board member the night before a board meeting to talk to them regarding the agenda and if there are any concerns.
• Visit board members one on one to deliver all board packets.
• Schedule agenda meetings with the board president and two rotating board members prior to meetings. Host strategy sessions for handling sensitive issues.
• Use an objective facilitator to “clear” the air and facilitate superintendent evaluation, board evaluation, and goal setting.

BACK TO TOP

I send a confidential background memo with each board packet. This memo gives a brief synopsis or explanation of what each item on the agenda is really about.
– Denny Patzer

We have a monthly “work session” instead of a second regular meeting. It is posted as a regular open meeting, but we meet at 5:30 p.m. and start out with a light dinner. There are never any action items, only informational topics. The atmosphere is informal. The board picks topics to discuss or explore early in the fall for each meeting. This gives us an informal forum to not only discuss issues of interest but also catch up on family, kids and general visiting among the board members and myself.
– Charles Dumas

4. Establish Roles and Responsibilities
We all know the old adage: Boards set policy; superintendents carry it out. But what does that mean in practice? Many members had tips to share.

Basic Tools

• Establish clear expectations for the roles and responsibilities for both board members and the superintendent. Talk about this when interviewing for the job, and keep talking about it.
• Adopt “operating principles” that help delineate the board’s role from that of the superintendent and the staff.
• Work closely with the board president, understand his/her style; develop his/her strengths and don’t spend too much time on the weaknesses. Help the board president to become the leader of the board—remember, the superintendent is not the board president.
• Help the board officers “police” their own so the superintendent doesn’t have to.
• Stay out of board politics.
• Discuss what types and levels of communications the board wants or needs.
• Do your best to make sure good board members replace themselves.
• Never give away the authority or responsibility the board has given to you.
• Remember that you work for them not the other way around.
• Make sure the board understands and follows policy including administrative guidelines. Understand the chain of command and follow it.
• Follow-up on anything you delegated to someone else.

Power Principles

• Develop a decision-making matrix that board members use when they get phone calls at home, to help them route the calls to the appropriate resource.
• Hold periodic discussions about what types of information and what level of detail the board needs to have from the superintendent in order for them to stay informed.
• Establish a new member orientation to discuss role, how things work, ethics, and more.

BACK TO TOP

5. Nurture Relationships
Many respondents emphasized the importance of getting to know board members on a personal level. They recommend taking the time to build relationships among board members, administrators and staff so everyone can work together more effectively.

Basic Tools

• Take time to get to know board members as individuals; there is nothing more valuable then personal time with a board member.
• Include at least three social activities a year with board members, administrators, and leadership of the district union.
• Get to know each of them and something about their spouse/family, etc.
• Send them a birthday card from your staff each year.
• Go to a workshop or conference with them and REALLY get acquainted in a setting other that the board room.
• Meet regularly for breakfast or lunch.
• Sit together at extracurricular events.
• After a summer organizational meeting, host a get-acquainted pizza outing or cookout at your house. (Make it potluck to save money.)
• Schedule social meetings with the board, spouses and cabinet members. Recommended events range from golf and ski outings, to holiday parties and start-of summer-barbeques.
• Hold board retreats.
• Think before you speak.
• Don’t make negative comments about individual board members.
• Share the credit when things go well – publicly acknowledge others involved, no matter how small their contribution.
• Give—and accept—compliments.
• Send “atta boy/gal” notes.

Power Principles

• Invite board members to attend conferences and workshops with you, and offer to drive so you can get to know each other.
• Find an executive coach, hire him or her and get some help for yourself.
• Send thank you notes to all board members after each contract renewal and compensation adjustment.
• Call when they have challenges, and send notes when their kids do something great.
• Take each board member to Rotary once a year as your guest. Show them off.

BACK TO TOP

6. Focus on Teamwork and Target Improvement
Most respondents agreed that staying focused on improvement and on the goals made for better relationships. Chances are, when you all stay focused on students and their success, personal differences and disputes will take a back seat. As one superintendent wrote, “The bottom line is the kids, period. Help the board focus on that, and make sure you and other administrators do, too. This makes everyone look good and truly benefits the kids.”

Basic Tools

• Set goals; assess progress toward those goals
• Create an integrated process of Board/Superintendent performance reviews.
• Schedule team-building activities, such as workshops or retreats that reinforce your goals and introduce new topics that affect school operations.
• Mentor board members or find others who can.
• Use committees to engage board members and tackle special projects/tasks.
• Encourage board members to visit schools to observe and learn.
• Invite the board to new faculty orientation.
• Encourage board members to attend education or boardsmanship conferences.
• Encourage board members to network with other boards in your ISD/ESD/RESA, and pay for them to attend MASB training.
• Help them understand that “we are the support staff.” Decisions they make support what teachers do each day in classrooms.
• Always use the “brutally honest” approach.
• If you think there’s a problem with a board member, set up a meeting to work through the problem. They will appreciate the effort.
• Don’t worry about being fired.
• Make the board look good whenever possible. Make sure they make you look good whenever possible. When we all look good, kids will benefit.
• Never give up.

Power Principles

• Periodically solicit in writing feedback from the board. Create a paper trail where it is clear that you are attempting to create an ongoing dialogue about what is going right in the district and any recommendations for changes from the board.
• Deliver a “State of the District” address at the beginning of every year.
• Use an objective facilitator to “clear” the air and facilitate superintendent evaluation, board evaluation, and goal setting.
• Conduct board retreats in the fall and spring on specific and general topics to focus vision, reaffirm direction set and account for annual goals.
• Assign all new board members a mentor for 2 years under prescribed orientation activities, reported on at board meetings quarterly.
• Conduct leadership profiling on habits, skills and decision-making bias every other year.

BACK TO TOP

When I started as a superintendent, my main role was taking care of the board. Now with NCLB, we are headed more towards a true partnership for student achievement, rather than a boss/employee role.
– Mike Flanagan, MASA Executive Director

I always tell my board that I’ll never be a success unless they want me to be, so my only wish is that they root like hell for me, and I believe they do.
– Jim Ryan

Work closely with the board president, understand his or her style, develop their strengths and don’t spend too much time on the weaknesses. Help the board president to become the leader of the board - remember, the superintendent is not the board president.
– John Hoeffler

Conduct a twice annual day-long workshop that focuses on the board discussing issues – Administration involvement is kept to a minimum (we LISTEN!!).
– Craig Younkman

I have always used what I call a “brutally honest” approach when dealing with the board. I have always told them that you may not like the message but you know it’s an honest assessment. Once the problem is defined, you can begin to solve it. If this approach doesn’t create an honest and trusting relationship between you and the board it’s time to move on.
– Tom Kolka

I always give my Board the full facts and background on issues that will come before them. I commonly do so in advance and in a low pressure setting so they have time to formulate a careful response rather than react. I hold my comments, listen, and carefully consider their point of view if it is other than my own. Although it is not common, when seven members of the board, after careful consideration, ask me to take a direction that is different than that I would prefer, I make it work for them.
- Bruce Brown

Make the board members look good, smart, wise.
– Region VIII

Remember that you are recognized as the superintendent 24-7-365. (consistency)
- Region VIII