I feel it’s necessary to set the tone of this article by explaining how I chose this topic. I’ve been in school business for the last eight years. I’ve worked with two districts and one ISD. I have worked with nine Superintendents, all of which have had good days and bad days. I’ve taken part in the search process as well as on-site visits for several candidates. I’ve learned a great deal about roles and responsibilities within an organization during a time of change and thought it would be relevant to share some of my thoughts with you.
It’s been said that having an effective organization is a direct result of effective leadership. This holds true in our business of education. As professionals responsible for the operational side of our district, it’s imperative that we understand and respect the vision of our leader, the Superintendent, as we carry out our supportive responsibilities.
For those of us who have been through the process of selecting a superintendent, it tends to be a grueling, unsettling experience that creates apprehension for staff due to the “unknowns” that arise out of a change of leadership. Much of this dissipates quickly when the “new boss” begins the job and their leadership style becomes more evident. Maintaining your role and sometimes position in the district relates directly to your ability to adapt to the change and begin supporting the direction of the new Superintendent.
This sounds all fine and dandy, but what happens when it’s your turn to get a new Superintendent? How do you react? What do you do? What’s your role?
“Build a Relationship”
Once the dust settles after the start of a new superintendent your role will become clear. In many respects you will be looked to for guidance and maybe even some history on why things are the way they are in your District. Many times these discussions begin to build the team and knowledge of the players that will be needed to carry out the new boss’s vision. It’s important that you take this opportunity to get to know each other and figure out how you can best support each other’s responsibilities. Forming a trusting, supportive, and confidential relationship is important for both of you. In many cases if this doesn’t occur your usefulness to the organization may be in question. You will be privy to many discussions and ideas that affect operations and personnel that may or may not occur. Be ready to be the sounding board for ideas that may be way out there. It is your responsibility to listen more than you speak. Remember, your role is to support the direction not necessarily make the direction. If you build a strong relationship early on you will find that the support is a two way street. It’s not surprising that many times the building of a positive relationship leads to non-work related activities as well.
“Know Where You Are On The Chart”
Getting to know your superintendent undoubtedly has its benefits as you carry out your role in the district. Although many times we make decisions independently of the superintendent, never forget where you fall on the chart. And I don’t mean the popularity chart, the Top 40 chart or the longevity chart; I mean the “organizational chart.” Knowing your limits and how long your lease is will keep you in good graces with the superintendent.
Although you may not necessarily agree with each other all of the time, understand that ultimately the buck stops not with you but your leader. Yes you may be held accountable but the Superintendent of Schools is charged with carrying out the direction of the District. If you think you can run the district better than your superintendent, maybe that’s your calling, buff up the resume and get in the hunt, but don’t try to drive the car from the back seat.
Your challenge should not be to figure out how to change the direction but how to implement the direction in the best manner. Many of our accolades in this business come from creative implementations that usually result in a best practice rather than a “dethroning” of the Superintendent. Remember, recognizing where you fall on the organizational chart is important in maintaining a healthy relationship with your leader.
“Be Prepared”
Keeping your cool under fire is pretty difficult. Knowing that the Superintendent has the responsibility for taking most of the criticism, it’s your role to assist in preparing them for the known and sometimes the unknown.
Generally, we have access to the information that is necessary to give accurate and concise feedback. It’s our role to recognize when our assistance may be needed and to assist in preparing documentation to support the ultimate answer. Even in situations where promises are being made that in your mind cannot be kept, be prepared to know the extent of which you can help the Superintendent. Many times after it is all said and done, reasonableness does enter the equation and resolve becomes obvious. In the end, your knowledge and critical thinking can make or break a tough situation. You have the ability to make your superintendent shine and your role in the district will be indispensable.
“Be Tough; Stick With It”
In some instances the transition to a new superintendent may not be easy or even go in your favor. You need to realize that the superintendent is chosen by the Board to lead your district. As an employee, you need to respect the decision of the Board and work with the new superintendent even if it hurts. Threats of your position, changes in your area, downsizing, collaboration, and new system implementation all may become reality of your employment. Becoming defensive and territorial is normally our position. Trying to prove why things shouldn’t happen tends to overwhelm our ability to think of how it could work to benefit us.
Many times we’re brought into the district to be the “change agent,” operating with the understanding that “they brought me in to make changes.” Given that this may be the case, defining where you are and what you’re doing could prove invaluable. Document what you and your staff do on a daily, weekly, monthly, quarterly, and annual basis. Having this information readily available for a new Superintendent takes away the notion that we just do “the books.” This usually becomes a starting point for the change in your area. Depending on the superintendent’s background, duties performed by you and your staff may be better suited for other departments based on their experience. Don’t give up hope. You’ve invested countless hours of blood, sweat and tears in your work and this is an opportunity for you to prove that your thoughts and position are valuable. In the end you’ll either become invaluable to the Superintendent or you’ll need to move on. A harsh reality but if you’ve played your cards right you’ll be just fine.
“Final Thoughts”
Change is inevitable. At some point in your career you’ll be faced with a change in leadership. The ability to adapt to change is part of the nature of school business. Although changing superintendents is not always easy to handle, your success will be determined by your preparedness.
It’s your responsibility to support your superintendent, even when you’re not on the same page. Your staff and others will look at your relationship with the superintendent to determine how well things are going. It’s important that a confidential and trustworthy relationship exist. Know your role, be supportive, keep your cool, be prepared and you’ll have a successful transition. I wish you well in your endeavors and remember you can help put the “SUPER” in superintendent.