Navigating the Superintendent-School Board Relationship: What to do When Board Members Don’t Get Along

I was asked recently “What do you do when a board member shouts others down, or rolls their eyes when someone is speaking, or displays other destructive behaviors?”  I indicated that situations like this can be challenging, but must be handled quickly as they can divide your board.  As superintendent you may feel you are in the middle, attempting to stay neutral, yet trying figure out how to respond. Hopefully you have not experienced this type of behavior on your board, but you should be prepared as it can happen when people get frustrated or when new personalities join the group. What does one do if this type of scenario arises?  Let’s focus on an approach in the paragraphs which follow.

First, it is not your role to address this situation.  The board president should do so, but depending upon the experience of that individual some coaching on your part may be in order.  Proactively, you should meet with your board president to draft a process, policy or procedure which addresses this type of behavior.  It may be that that your state school boards’ association has a resource which can be used, but it should be reviewed and made applicable to your school district context. 

Next, once a process, policy or procedure is drafted it should be shared with the entire board at a retreat.  The goal is to gain input regarding the document so that any necessary modifications can be made and consensus can be achieved.  Please also remember your Board Operating Protocol which we discussed in earlier posts.  Use of the Protocol, which is reaffirmed annually, can include components which address how board members treat each other.

Finally, and this is tough, it is beneficial to have the board discuss and document what happens if a member violates the process, policy or procedure.  It may be difficult for boards to engage in these types of preemptive conversations, but common understanding and agreement regarding the resolution process is wise.

Although it is my hope that you never experience this type of scenario, most superintendents do at some stage in their career.  Addressing a potential concern up front clarifies what is expected and also how it will be handled if that becomes necessary. Do you have a process, policy or procedure to address this type of scenario in your district?  If so, please share in the comments below.  Again, we all gain when we share what we have learned with each other.