“As the nation reflects on the previous school year, and prepares for the upcoming one, the K12 superintendency is more complex and demanding than ever before.” So what does it take for current and aspiring leaders to successfully navigate this evolving profession? Six former leaders weigh in on this challenge.
The above statement comes from a new research brief from Chiefs for Change, a nonprofit network of diverse state and district education chiefs whose work focuses on advocacy, leadership development and member support. Featured in the report are six former education leaders who share their advice on how to handle the superintendency at its most difficult stage, particularly due to the fact that it’s become more challenging and politicized in nature.
“Politicization and turmoil”
“I had very conservative and liberal people on my board,” said Katy Anthes, a former commissioner for the Colorado Department of Education. “I needed to respect and talk with them with a calmness and an ability to find the radical middle. It used to not be radical. It used to be somewhat boring. But now, finding compromise is considered radical.”
Several superintendents interviewed for this brief mentioned that working with school boards and elected officials has become one of their greatest challenges. Political tensions and ongoing controversies portrayed in media make it increasingly difficult for superintendents to prioritize time doing the one thing they entered the profession to do: educate students.
“The current environment is very tumultuous for educators, particularly superintendents,” said Sharon Contreras, former superintendent at Guilford County Schools. “It is tumultuous and stressful. I think the stress sometimes impedes innovation, and steals the joy that many once had in the profession.”
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“Sorting through the noise”
There are ways to meet the needs of every student despite your district’s current climate, the brief suggests. Most importantly, it requires strong community engagement.
“The complexity of the challenges students and families face cannot be solved by school systems alone,” the brief reads. “Collaboration with community assets and organizations, which can bring additional resources to the table, is required.”
Leaders can start cultivating strong relationships using these four best practices highlighted in the report:
- Establish groups throughout the community to share perspectives and diffuse strong emotions, for example, a teacher cabinet or a rural advisory council.
- Hold quarterly telephone town halls with parents and include Q&As.
- Provide parents with a personal email address so they can send questions or thoughts to the superintendent. More importantly, ensure a response within 48 hours.
- Learn to respect and engage with people from all sides and word to find a middle ground.
A word of advice for future leaders
Becoming a successful superintendent requires you to stay focused and resilient while staying true to your primary mission of educating children. Those interviewed for this brief shared several encouragements and lessons aspiring superintendents should consider ahead of their inevitably challenging careers in district leadership. Here’s what they had to say:
- Earn support from your board, staff and community.
- Prioritize self-care.
- Build a capable team and strengthen your skills as an executive.
- Lead with focus, desire and courage.
- Listen to others.
- Create a network of professional support.
“The best advice I received was to be true to your beliefs, vision and mission,” said Monica Goldson, Former CEO of Prince George’s County Public Schools. “Then revisit those on a regular basis and stay committed. When you find yourself deviating or unable to execute, then it might be time to reevaluate your role.”
