The Unique Challenge of Superintendency
Being a superintendent/CEO, much like any chief executive position, can be inherently isolating. As the designated leader of the organization, a chief executive bridges the gap between board and staff. As a natural conduit between both groups, a superintendent wields unique access and information that must be leveraged to satisfy both groups’ needs and advance the organization’s overall mission.
To excel in this role, the chief executive must understand the interplay between people andsystems: namely how the character of the individuals within the enterprise impacts its systemic function. Through this understanding, they not only make decisions but often determine how those decisions will be made.
Lessons From the Field
When I worked in a central office role, directly supporting the superintendent/CEO during a period of government-mandated consolidation, one of my assignments was to develop a report on potential organizational charts for the newly expanded district. To compile this report, I met with each assistant superintendent to get their thoughts. One assistant superintendent, nearing retirement after more than twenty years in the district office and prior service as a principal, told me very plainly:
“You can come up with whatever structure you like, and one may have certain advantages over the other, but ultimately it’s the people in the roles who are going to make it or break it.”
To excel in their position, a school district chief executive must see board members as critical assets in the pursuit of the district’s goals and work to develop their leadership skills. This investment will greatly strengthen the board’s capacity for high-impact governance.
What Is High-Impact Governance?
“High-impact” governance boils down obtaining clear, accurate, and meaningful answers to three critical questions about your district:
- Where is the district heading in the future? (vision, strategic direction, long-range goals)
- What is the district now? (mission, operational goals, resource allocation)
- How is the district performing? (educationally, administratively, financially)
Source: Houston, P., & Eadie, D. (2002). The Board Savvy Superintendent. The Scarecrow Press, Inc.
A superintendent/CEO that collaborates with board members to answer these questions truly understands that shared understanding and strong relationships are at the heart of effective solutions.
Beyond Soft Skills: Strategic Leadership
Getting to know people, listening to their concerns, and building consensual solutions are essential “soft skill” for today’s chief executives. However, these skills have limited value if a leader lacks the ability to:
- drill down on critical governance questions.
- facilitate discussions with the board.
- assess the landscape and consider options.
- ask the right questions to guide the organization forward.
Take the Next Step in Your Career
If you’re a leader on a school campus or already working at the district level and want to learn how to guide a board in making decisions that will bring quality educational opportunities to all students, preparing them for a meaningful life after school, your next step might be just a credential away. The University of Texas Permian Basin’s online Superintendent Certification program helps yougain the expertise needed tobecome an effective superintendent in the state of Texas, as well as Alaska and Washington.*
We’ve tailored this 16-credit online program for working professionals. Aside from your practicum experience, you can complete the courses completely online and earn your certificate in as little as two semesters—or on a timeline that suits your needs. With year-round start dates, affordable tuition, and relevant courses taught by esteemed professors, what’s stopping you from starting the next chapter in your career? Contact us with any questions, and when you’re ready, your application is only a click away.
*Candidates from other states should contact Dr. Rod Uzat to determine if UTPB’s online Superintendent Certification program will meet the requirements of their state.