Response to the Signals
Contributors:
First, how to delay or avoid the Signals.”
To avoid the signals, one superintendent does the following:
1. Each week, I would reflect on what my staff and I did last week to help meet the one or two BIG goals the organization had set for the year.
2. Each week, I would make sure that I took time each day to meditate or engage in a physical workout session.
3. Each week, I would ask key questions of my associates and assistants about their work-progress and roadblocks.
4. Each week, I would visit schools and ask teachers whether the administrative staff was visiting their classroom and providing them with needed support.
5. Each week, I would review attendance data (especially for the primary grades), and dropout data from middle and high schools.
6. Each week, I would commit not to be at evening events more than two nights. I’d delegate attendance at others to staff (putting the job ahead of family and faith will cause you to lose both).
7. Each week, I would meet with the board president and hold a separate meeting with another member of the board. It would be a breakfast meeting to save time. I would always end the meeting with the question, “How do you think I’m doing?”
Another superintendent response to the Signals:
My experience suggests that a facilitated annual retreat/goal setting meeting is an effective way to deal with many of these issues. It really should be facilitated by a neutral party to effectively address the most sensitive issues.
Another approach would be through the superintendent evaluation process, trying to avoid or at least minimize the use of a “checklist” in favor of open-ended questions which can become the focus of discussion (e.g. “One change which the superintendent could make in his/her leadership style/approach this year that I would favor would be. . .” The Superintendent should also be given the opportunity to post a similar question about the Board (e.g. “One change which the Board members could make in their work with me which I feel could make me more effective, would be. . .”).
Another superintendent’s response:
“I have entered every one of my jobs the same way I existed them, fired with enthusiasm.”
This statement was not true, but his point was well taken that as a school leader it is healthy for your career and well-being and that of your school district for you to strive to be a positive person. What you say and what you do is very important. How you say it, and how you do it is of equal or even greater importance.
Advice about career planning:
Realistically the ”Signals” are the challenges that all superintendents will experience to some degree. It is simply a part of the job. Given this reality, it is clear that if one is thin-skinned, the superintendency is not a wise career choice.
Some leadership advice:
Look for ongoing professional development experiences that will aid you in building the skills needed to navigate the turbulent waters of the superintendency. The position of a school superintendent is two-fold. One is to administer the functions of the school system. The nuts and bolts of executing the task by doing the right things promptly. This is, of course, a must. But two, it is to be a leader. A leader who passes on retributive actions in favor of actions that protect the good things happening in the school system, restore positive happenings that have been lost and initiate happenings that will establish a positive learning environment; a positive environment for the students, the faculty and staff as well as the community it serves.
After the Signals. . . .
A veteran superintendent suggested:
The easiest thing to do is counting to three. Then, call your lawyer and negotiated a graceful departure. The board and you should agree to say nice things about each other and want the district to move forward on a positive front.
An old axion:
“ If you are being run out of town … get to the front and make it look like a parade.”
Finding a way back:
Another suggestion would be to leave the region and get a new start and work your way back.
Family:
My first response in this situation would be to talk frankly with your spouse or partner. No matter how a superintendent’s departure occurs, there’s the potential for complete upheaval in family relationships, and those loved ones must be informed about the coming changes.
Pack your suitcase and be ready to run! It is always a good idea to have your resume updated, some letters of reference handy and a list of persons ready to speak well of you – the latter two items can be done regularly, so as not to suggest you are leaving.
Some advice about your style:
First, however, reassess your behavior and determine if you are the problem, rather than the board. If it is you, make adjustments. Determine what you can do to turn things around. Count your supporters and calculate their influence and how long they will be on the board. Identify the degree to which you want to stay vs leave.
Try to slow everything down.
This will enable you to make fewer decisions which will lessen the criticism and pressure. By slowing things down, you will present the board or others with fewer reasons to react negatively to you. You want to buy time.
And some sage advice from a retired superintendent:
1. Buy a packet of gold stars and stringently pass them out for exceptional work — as if they were the Medal of Honor. Meanwhile, lavish ecumenical praise on leaders and staff for less exceptional work. Do not leave any group feeling left out.
2. Attend funerals even if you didn’t know the honoree. Go to road races, football games, painful music concerts, etc.
3. Practice Zen and the Art of School Administration. Think macro, carefully and wisely.
4. Hire good people and give them latitude. This multiplies your effectiveness.
5. Be the learner. Be the lighthouse. Write for both the NY Times and the weekly shopper, study, read, speak and convey the most important and significant research and knowledge about education.
5. Be the leader. Be active and visible in a professional venue (association, politics, etc.).
6. Avoid in-service programs about “leadership.”
7. If the state aid formula harms the poor, don’t whine about it — Sue the bastards!
Finally, a bit of humor. Some would call “gallows” humor.
“Write three Letters” to the new superintendent.
The new superintendent was hired to replace an outgoing superintendent. The outgoing superintendent met with the incoming superintendent for an exit interview. During the discussion, the departing superintendent stated he had placed three very important letters in his drawer just as his predecessor had done for him. He explained that the new superintendent would find opening the letters in order most useful when a serious event took place. He also stated the letters left for him had helped him over his tenure.
Several months passed before a major event came up. The new superintendent now remembered the letters and noticed they were numbered 1, 2, and 3. The former superintendent had instructed they be opened for maximal benefit. The new superintendent opened letter #1 and the paper inside had the words “blame it on your predecessor.” The new superintendent did as the letter stated and amazingly he was able to avert serious problems and keep his job.
Several months passed before the next serious event took place. This one was growing in magnitude and things were starting to get ugly. There were even calls for the superintendent to step down. In desperation, the superintendent opened the drawer and pulled out letter #2. With great fear he, opened it carefully to read the word “blame it on the school board.” He followed the instructions and just as before he was saved. The school district quieted down and went back to business as usual.
After about a year, a third serious event took place and it was much worse than the rest. The superintendent knew how to get out of the mess because he had a third letter left to open. With a smile, he reached for the letter #3 and opened it to read “write 3 letters.”
The point being that as a superintendent in a school district, you know that sooner or later you will get tapped on the shoulder to leave. It may be that you screwed up big time, but this is not always the case. The district may be transitioning from one stage of growth to another and the Board of Directors feels a different skill set would be better in the company. Many superintendents see trends for replacement over a four or five-year period. Some stay much longer, some shorter, but no one stays forever. It is hard to not take these events personally, but you can’t; it’s a profession.
So what is the point of this article? You are that good! It is just that there is so much diversity of thought and talent; others may feel better by having someone else with a different skill set. Sometimes it is not your call to leave, but do not take it personally.