In the timely article, “Board conflict costs districts their best superintendents,” the author presents a compelling argument that conflict with school boards is among the most frequently cited reasons superintendents leave their positions. The article offers several strategies for reducing conflict, namely through written policies with explicit guidelines.
From my experience as a superintendent of schools in two western states, I learned that policy guidelines are not enough. Superintendents step into a complex and evolving web of relationships with their governing boards. Board conflict can undermine a superintendent鈥檚 best intentions and trigger leadership changes that make it difficult to sustain long-term impact.
In my quest to focus on practical solutions, I joined the faculty at the University of New Mexico and embarked on a journey to research best practices in developing school and system leaders for longevity and impact.
Along the way, I discovered the first step in sustaining the work of superintendents is to foster collaborative relationships among board members, system leaders, and stakeholders.
Collaborative leadership is essential for the health of the district and the sustenance of the community.
Following are with specific suggestions that readers may use to restore civility in superintendent-board relations, increase leadership continuity, and shift the climate from conflict to collaboration. The suggestions may be of value for novice and experienced administrators, principal preparation providers, and community stakeholders.
1. Align expectations
Mismatched expectations between boards and their superintendents can lead to stalled efforts for change. Seeking consensus amid competing interests is ongoing work and involves an understanding of the many issues that can undermine agreement.
Even when fortified by strong community ties, school boards and superintendents can find themselves in struggles over how to best support their system鈥檚 goals. When expectations are aligned, superintendents are better equipped to navigate the dynamics of power and build agreements that stick.
2. Bring policymakers along
Sustaining the district鈥檚 work is too often impeded by siloed efforts over who controls the narrative. Superintendents can help bridge the gap by inviting individual board members to lunch. Frequent contacts build relationships, open communications, and share information freely.
In this way, superintendents can regain harmony and help move policymakers from siloed problem-solving to synergistic relationships. Synergy happens when all parties are willing to acknowledge their need for control and credit, and agree to build trusting alliances.
3. Involve the voices of people most impacted
Superintendents and boards can reduce internal conflict by involving the voices of families who are most impacted by discord at the district level. Engaging families in district decisions will likely require a shift in thinking of governing boards, who are typically far from the people they serve.
However, when people who have not traditionally had a say in their futures are included, their presence can create greater empathy and responsiveness to the challenges that local communities are navigating.
4. Uncover blind spots in policy guidelines
Audits can uncover the constraints of insufficient policy guidelines. They reveal information to guide decisions about policy and practices.
A thorough and transparent audit can expose blind spots and prompt leaders to find common ground through productive reflection and dialogue. The work is not theoretical鈥攊t shows up directly in the lives of students and the communities that boards and superintendents serve.
5. Mobilize community support
Overseeing the district鈥檚 operations is essential for success in the superintendency, but it doesn鈥檛 stop there. The job of the superintendent also requires a proactive strategy to anticipate potential pitfalls and build relationships with the districts鈥 stakeholders.
Targeted actions to mobilize community support can provide a social safety net that extends student access to resources within and beyond the schoolhouse with effective strategies such as food pantries and mental health services.
Conflict among district leadership and board governance is a reality, but its impact on schools can be alleviated with intentional engagement of the community鈥檚 interests. Superintendents and boards can recharge by listening to the community鈥檚 best hopes for their children and ensuring the needs are seen, heard, and included in district policies and programs.
With these five actionable strategies, superintendents and boards can extend their reach and build the partnerships and relationships that best respond to current and emerging needs. Collaborative partnerships among boards, superintendents, and stakeholders can help transform the district鈥檚 work for long-term continuity and impact.
Note: Permission to reuse an excerpt of up to 400 words, in the section on evidence-based strategies, is granted by Emerald Publishing Limited, in the embedded hyperlink to the source.
The image above was created with AI.聽
