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