The signals that might indicate it is up to update the resume.

Contributors: Drs. Martha Bruckner, Larry Dlugosh, John Erickson, Charles Fowler, Terry Grier, Frank Hewins, Larry Nyland, Douglas Otto, and Art Stellar. Edited by Jack McKay

Often, during the career of the superintendent, there are times when gestures and messages are sent, sometimes quietly and at other times very loud and clear. Having the intuition and skill to handle those signals is essential to one’s sanity and career.

Recently, I asked a few colleagues, all experienced and successful in their professional careers, about the things they would suggest the superintendent watch in order to make a timely decision about board-suprintendent relations or moving on to a different district. What are those signals?

Following is a “checklist” of the signals that may be telling you, it’s time to update the resume. Of course, all of these signals may not apply to you, but one may be just enough.”

Signals from the board or board chair

Board meetings are excessively long, unproductive, and/or politically charged.
Board members ask questions that border on questioning your trust and wisdom.
The board chair allows longer periods of public comment about your work and then not defending you.
The board chair reminds you that you are gone out of the district to too many meetings.
The board members that hired you make up less than half of the current board.
Board members are split between the desire for you to have you improve your technical skills or human relations skills.
Board members having a secret or executive session without you present.
Board members hanging around after board meetings in the parking lot.
Board members have an increase in split votes, especially if split by the same members
Board members ask more critical questions about your recommendations.
Board members don’t take actions on your recommendations.
Board members disagree with you publicly at meetings and on social media
Board members disagree or hedge on considering your salary, benefits, or contract.
Board members talking to other school administrators without including you.
Board members change the indicators of success for the district or you. members delay or stop evaluating your performance.
Board members question your vacation days or travel expenses.
Board members violate their protocols about speaking with staff and administrators.
Board members change from civil to disrespect amongst themselves.
One board member begins to wield disproportionate sway over the others.
Board members start micro-managing administrative matters.
Board members entertaining complaints about your performance from staff and then not telling you.
Board members have special interest or issues that seem to be unresolved
Board members recruiting board candidates who are openly opposed to your leadership.
Board members wanting to be involved in approving administrative appointments.
Board members failing to police their members for disrespectful behavior.
members rejecting your decisions, even when evidence is clear and compelling to approve the
Board members calling on other staff regarding issues, rather than going through you first.
Board members question policy issues at the board meeting without prior notice to you.
Board members listening to complaints and not referring them to you
members are inconsistent about the informal and formal comments or complaints about your performance
Board members rely on email, rather than phone calls or face to face meetings with you.
Board members elect a chair that is critical of your performance
Board member(s) asks to speak with the district’s attorney-legal counsel without you present.

Signals from the Community:

Lots of candidates running for the school board vacancies
Current board members being asked to not run for re-election
Narrow victories for board members or the incumbents are not re-elected.

Signals to yourself:

On Mondays, do you dread going to work or the board meeting
Your family wonders if you ever come home to dinner anymore.
You are tempted to intentionally keep bad news from the board until after a school tax election
You have accomplished what you set out to do in the first three or four years.
Your intuition tells you it is time to move on
You realize you are not in sync with the local politics or culture of the community

There is an old axiom about the life of the superintendent.
The current superintendent is leading the local community parade. A bystander remarked. “I can’t tell if he is actually leading the parade or being chased out of town.”

Some words of wisdom, if you decide to move

If possible, leave on a positive note about the school district, the community, and your own professional future.
Help your successor be successful by opening doors and helping or him or her be welcomed to the school district and community.
Be careful about reflecting on your experience with the school board and community. Whatever said will certainly get back to everyone.
Build on your experiences and talents and carry them forward while taking on the challenges of you next superintendency.

Some additional thoughts by the contributors:

The board members hung out in the parking lot after the meeting wanting to know where they were all going – including the superintendent – to socialize after the meeting. They liked each other and even called me at a national meeting to sing Happy Birthday to him. Terry says, “That was a really good board!” Terry Grier

Of course, sometimes there is no warning, even the unanimous approval of a new long-term contract offers no protection from an unexpected buyout. A buyout is better than nothing and perhaps the board will provide a grace period to find another position without the public clamor. Some board members want the public recognition for forcing the superintendent out, even if it costs a fortune. –Art Stellar

This is a vexing problem, especially for ‘place-bound” superintendents. There are lots of challenges and considerations when a superintendent wants to move. John Erickson

One colleague asked me how to respond to a new board chair that presented a long list – more than a dozen items – that he wanted to see addressed. When you are working more and enjoying it less … it may be time to update the resume. Larry Nyland

I think when a super takes a job, he/she needs to determine what his/ her mission or goal is in that district. The goal may revolve around the district’s strategic plan or other self-set goals to accomplish. It may take a year in the district to figure out why you were placed in that district. It may take just a few years to accomplish the mission or goals or it may be longer. When you think it is accomplished that may be the signal. Or else you re-set the mission or goals and start over. – John Sweet

I was thinking about a call I received from a long-time friend. I was having a bad week with a couple of problem board members and he must have sensed it. He asked, “Do you feel like you need a friend?” I replied that I certainly did. He said, “get a dog” and hung up! It was exactly what I needed to hear! – Larry Dlugosh

About the contributors:

Dr. Martha Bruckner, most recently, Superintendent of the Council Bluffs Community Schools, Iowa.
Dr. Larry Dlugosh, most recently, Department Chair of Educational Administration at the University of Nebraska at Lincoln, Nebraska.
Dr. John Erickson, most recently, Superintendent of the Vancouver School District in Vancouver, Washington.
Dr. Charles Fowler, most recently, President of School Leadership Inc. a superintendent search firm in Exeter, New Hampshire.
Dr. Terry Grier, most recently, Superintendent of the Houston Independent School District in Houston, Texas.
Dr. Frank Hewins, most recently, Superintendent of the Franklin Pierce School District near Tacoma, Washington
Dr. Larry Nyland, most recently, Superintendent of the Seattle Public School in Seattle, Washington.
Dr. Douglas Otto, most recently, Superintendent of the Plano Independent School District in Plano, Texas.
Dr. Art Stellar, Vice President of the National Education Foundation of Alexandria, Virginia.
Dr. John Sweet, most recently, Superintendent of Delano County Schools in Delano, Minnesota.

Edited by Jack McKay, Professor Emeritus, Department of Educational Administration at the University of Nebraska at Omaha. Prior to higher education, 15 years as a superintendent.