If you have been a school district leader for any period, you likely realize the issues you often face mirror the politics of your local community (or communities). As this is the case, you must not only understand the community’s political leanings, but also how these thoughts and ideas impact the decisions of your Governing Board and you as superintendent.
It is not uncommon, as we have recently seen, that division exists, and superintendents are caught in the middle. As a result, do you do what you feel is best? Do you follow what you deem to be the majority opinion of your community? Do you focus on the desires of your Governing Board? What if you do not agree with your Governing Board’s decision?
Clearly these are tough, but real questions as they require you to grapple with the heart and soul of who you are as a leader, and who you represent on the job. Philosophically, you have certain beliefs, but you also may have a family to support – how does one reconcile decisions in this situation? Today we unpack this concept a bit and think through some of your options.
To begin we must understand there is a distinction between who we serve, who we report to, and how this dynamic is impacted by our philosophy as a superintendent (more on developing your philosophy later). We serve students, parents, the community and many other constituents, but we report to the Governing Board. The Governing Board was collectively elected to represent all constituencies we serve and thus we need to follow and support their decisions – at least in most cases.
The caveat is when a Governing Board decision violates a non-negotiable tenet of our philosophy. Decisions are normally preceded by the superintendent making a recommendation, and at times by describing the beliefs which underpin a particular position, but periodically the Governing Board votes in opposition to our desires. How do we deal with that scenario?
It depends. In most cases we will figure out a way to implement the decision although it is in opposition to our wishes because our job depends on it, but in extreme situations it might represent violation of a non-negotiable tenet which we simply cannot ignore. Today, as division is expanding in our communities, and Governing Board members are the subject of increasing political pressure, we must have a thoughtfully developed philosophy which we can fall back on to guide our actions. We likely will be tested, and if we do not have a strong philosophical anchor, we are left to drift as the political winds blow.
Development of a philosophy starts with thinking through and recording your key tenets as a superintendent (if you need a tool for this exercise let me know). Your beliefs are important to identify and understand because all leaders need to have a set of principles from which to operate, but also clearly noted non-negotiables to direct them in tough times.
Your non-negotiables should be few but represent your line in the sand. Non-negotiables should also be discussed and agreed to with your spouse so there is alignment if a situation ever arises where they must be imposed. Hopefully, you will share your philosophical statement with your board so they can see what drives you and what you value as a professional.
I hope that you might be willing to share how you have arrived at your philosophy or what you believe are your non-negotiables. As always sharing with each other helps all of us to grow in our wisdom and effectiveness.
Such a difficult situation to be in. I appreciate the strength needed to clearly know and stand behind what we hold essential. Thank you for sharing!
Absolutely! You are correct, Matt, a truly difficult scenario. Hopefully with a solid philosophical base one can move forward with confidence.
I always appreciate your thoughtful words Dr. Carlson. Thank you for reminding all of us to have tenets to anchor to especially during these turbulent times!
Thanks, Dr. Wilson! An anchor in the storm is so important right now as superintendents are challenged to their leadership core. We greatly appreciate your leadership of AASA and thank you for serving as our “anchor”!
Dr. Carlson,
Such a good post. Since becoming a Superintendent a couple of years ago, there have been a couple of situations that required decision making that I have internally struggled with, but they have come in the form of a legal mandate or current case law. That internal struggle is real, when your worldview and thinking collide with decision making that has to occur. Appreciate your wisdom and thinking.
I appreciate your transparency as I know we all deal with the “internal struggle” you mention. It is so very important that we identify our key tenets, or anchors which hold us firm in the storm. Not that the storm is any easier to deal with, but it sure helps to not be blown around when winds hit hurricane force!
Shawn – Sorry, for some reason your message got study in spam. Thanks for sharing. I think you are hitting it on the head when you speak to the internal struggle between our worldview and the decision-making which is required of us. I believe we need to really think this through and as mentioned in the blog identify the line which we simply cannot cross. Hopefully we are never challenged at that level, but is best to be prepared in advance of such a situation.
I am hopeful that your introduction of this “elephant in the room” for many superintendents opens a door for conversation and support.
While I have the luxury (?) of not having to worry about the possible impact on my family by standing firm on my non-negotiables, I now factor in the possible impact on my District family, students and employees. I have to consider my non-negotiables in the short-term vs. the long-term: Is this decision in the best interest of students? Is it in the best interest of the District employees who serve students? Is it legal? Is it ethical? Thank you for airing the topic.
Thanks for your comments and I too hope that this opens a door for conversation and support. I appreciate your perspective related to your “district family”, which is point we must not forget.