Leadership Matters August 2014

Being a new school superintendent is certainly not for the faint of heart

By Dr. Lindsey Hall Superintendent Morton Community District 709 Being the superintendent of a public school district in Illinois is undoubtedly one of the most complex, rewarding, frustrating, fun and confounding jobs in the public sector. And all of that can occur on one day…or even in one board meeting. As someone who is still new to the position, this article outlines some observations and reflections in looking back on my first two years as superintendent of Morton CUSD 709, and also includes thoughts and observations from Dr. Kari Cremascoli, who just completed her second year as superintendent in Downers Grove District 58. In the spirit of looking back and thinking about what advice I could offer to those entering or wishing to enter into a superintendent’s position, the following things come to mind as being crucial to success in the job (and this is by no means the complete list!): Establish expectations for communication Establish expectations for communication with your board and, in particular, your board president, on Day One. This includes finding out what past practices have been, whether there is an expectation for those to continue, and what you can and should change. Specifically, it is vitally important to have a candid and forthright conversation with your board president about the frequency, duration and method(s) of communication that you, as the superintendent, will have with him/her. This includes such detailed information as best/worst time to call, expectations for returning communications, “debriefing” after a board meeting (that night or next day?), and how you can mutually make suggestions for improvement or changes without causing a rift. Another big factor in communicating is to embrace the concept of “no surprises.” Your board doesn’t want to be surprised, but you, as the superintendent should also not be surprised by curve balls in a public meeting. Encourage communication with your board prior to meetings if they have questions or concerns about agenda items. In the bigger picture of communication, a common vision and goals for your district provides a framework for the work of the board (and for you and your leadership team). “Having common goals guide the work of the

board and their decisions, and overall guide the efforts of the district,” said Cremascoli. “Collectively, we share the same vision and goals for our district and our efforts are aligned.” While the process of long-term planning and goal-setting is time consuming, laying that groundwork, and frequent monitoring of those goals, enhance communication and are well worth the investment of time and effort. Networking, networking, networking You will feel as though you are drinking from the proverbial fire hose from the first day on the job (a question for our more veteran colleagues: Does that ever end??), but you must schedule time to confer and network with your superintendent friends and peers. Remember, unlike many other positions in a school district, there is only one superintendent. The requirements of your position, the sources of stress and joys you feel are unique and special, and therefore the opportunity to find support, humor and shared experiences with other superintendents are essential to your survival! Go to your regional meetings of various organizations (especially IASA!), call other superintendents for advice, take advantage of mentoring or set up meetings on your own. (Continued on page 9)

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