Superintendent/New Board Member Relationship Superintendent/New Thesis

It is also going to be crucial that the superintendent push some discussion with the new board member regarding differences of opinion and how they should be handled -- honestly and quickly. There will be dozens of conflicts over issues, and how a board handles them between the personalities can make for a successful board or not. Personal attacks and leaking comments to the media won't help. The more honest and open discussion the two can have prior to these events, the more comfortable and reassured the new board member will feel that questions and disagreements are welcomed. But then, those words must be followed up with action.

The superintendent should assure the new member that he will present whatever proposals he plans on bringing forth over the term, well ahead of time for the board to peruse and consider.

And he should prove it by updating the new member on current issues he has on the table and "on the white board" for future consideration (Pascopella, 2001).

There must be a focussed attempt on the superintendent's part to spend frequent quality time with the new member (as well as the rest of the board individually) to understand his or her constituency, and motivation.This is the most important work the superintendant can do with the little free time he might have.

Establishing a logical, organized communications plan with the new member, and sticking to it, over time, will not only make the comfort level rise, but will lead to effective, sincere leadership and a closer bond both on a personal and working level. (Townsend, et al., 2006)

Bibliography

Eadie, D. (2007). A precious but fragile bond. American School Board Journal, 50-51, Vol. 194, Issue 3 (AN23975487).

Eadie, D. (2008). An indespensible partnership. American School Board Journal, 52-53, Vol. 195, Issue 10 (AN 34207243).

Pascopella, A. (2001, June). Working together. Curriculum Administrator, pp. 40-42, Vol. 37, Issue 6 (AN4904693).

Townsend, R.S., Johnston, G.L., Gross, G.E., Lynch, P., Garcy, L.M., Roberts, B.B., et al. (2006). Effective Superintendent-School Board Practices: Strategies for Developing and Maintaining Good Relationships with Your Board. Thousand Oaks, CA: Corwin Press (ED495318).

The superintendent can orient new board members to district operations, administration, operating policies for conducting school business, personnel matters, budgeting and appropriations, facilities and grounds, standards, and regulations on instruction and curriculum.

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