Dear BoardWise:

We have just hired a new superintendent. Where should the board focus its work?

Monika: One of the most loved Olympic Track and Field events is the relay race, and that moment when one runner must pass the baton to their teammate is critical. Many of us have heard the gasps from spectators when a handoff fails and the baton hits the ground. Upon hiring a new superintendent, boards might be feeling the anxiety that accompanies the symbolic passing of the baton. How then do boards ensure this transition is smooth and productive? A few key practices can help. They are not complicated, but they do require time and intentionality.

Start by building a trust-based relationship between the board and superintendent. This is every bit as important as setting strategic goals. It’s easy to be tempted to dive into the work — especially when there is a lot of work to do — but giving time and energy to this critically important relationship will send a signal to the entire school community that the new governance team is starting strong.

Create clarity around the superintendent’s evaluation plan. The board should be transparent about how the superintendent’s performance will be monitored and evaluated. The goals and metrics should be clear and revisited early and often. Providing clear board direction is essential for the superintendent’s success.

Ensure the board is unified in their support for the new superintendent. Speaking with a unified voice is never more important than it is during the passing of the baton because of the community’s heightened interest in the new superintendent. Full support of the new superintendent from the board establishes the new leader’s credibility and strengthens the superintendent’s ability to lead the strategic work focused on better conditions and outcomes for students.

Merrill: Many board of education trustees and their recently hired superintendents refer to the initial months of this new relationship as the “honeymoon period.” Rightfully so — there is a sense of a newfound commitment and opportunity for the governance team where the air is fresh and a new beginning is at hand. The honeymoon can be cultivated to build relationships that lead to quality tenure. This is an opportunity to really strengthen the governance team from the first days of the new hire. Don’t let this once-in-a-tenure period go to waste. Here are three core ideas:

Define success. This period of infancy in the new superintendent-board relationship is an opportune time to build a clear and shared understanding of the district’s needs and to get all oars rowing in the same direction. Board and district goals should be discussed in-depth, including a shared understanding from all parties as to what attainment of these goals look like in real district metrics.

Get to know the person. In hiring a new superintendent, it is often the case that the only in-person conversations that have occurred thus far centered on the interview process, which is usually very formal and does not allow the board and superintendent the opportunity to get to know each other on a more personal level. The honeymoon period can be very brief for some teams due to district or county office of education needs, and the “here and now” speed at which local educational agencies often need to move. With this in mind, don’t delay getting to know each other more informally right away. It is essential to have a trust-based relationship that is built as much on character as competence.

Communicate early and often. In some LEAs, the board and superintendent are relying on the year-end superintendent evaluation to assess the first year of performance. Perhaps this is too little, too late. Conducting a series of superintendent evaluation conversations every three or four months in that first year is a proactive and beneficial exercise. It allows the governance team to surface any confusion or concerns and address any tension points before they become real issues.

In closing, effective governance teams ensure a smooth superintendent transition by actively nurturing the board-superintendent relationship, employing a unified voice and initiating goal-based evaluations early on. These teams treat the honeymoon as a strategic opportunity, utilizing frequent, informal feedback loops to align on LEA goals and build a productive culture.