Navigating Board Relations

President's Corner

The relationship between superintendent and school board is the cornerstone of an effective school district. When managed well, this can be a productive partnership, driving improvement for student outcomes. When misaligned, it hinders progress and damages public trust.

For superintendents, fostering a mutually respectful, clearly defined and collaborative relationship with your school board is essential. Three key strategies can help you achieve this: Know your lane, build trust through transparency and focus on shared goals.

Know your lane. A clear delineation of roles is the foundation of a successful superintendent-board partnership. While both share the goal of advancing student success, their roles differ. School boards govern by setting the direction — high-level vision, policies and goals — and ensuring accountability. The superintendent works with staff to implement the board’s direction and manage day-to-day operations. In essence, the board defines the what and the superintendent handles the how.

Problems arise when these roles blur. Having led five districts, I have worked with boards that understood and embraced their governance role, and with others that insisted on delving into operational details. It’s all too easy for board members to get into the weeds, letting their focus be pulled to things they should not get involved in, from library books and class schedules to individual student concerns and staff placements.

To avoid such pitfalls, establish clear expectations early, when new members come on board. Board members are often from non-education backgrounds, and they need support to understand their governance role as well as district operations and budgets. Establish working agreements and protocols to help define roles, and provide regular reminders that respecting these boundaries strengthens collaboration.

Build trust through transparency. Trust is the bedrock of any relationship, and it thrives on transparency. Effective communication is key. Establish a cadence of updates, such as weekly memos and individual check-ins.

Surprises that blindside board members will erode trust. Tell the board right away about incidents or issues of concern to the community, and proactively inform them about potential challenges before they become crises.

Create avenues for two-way communication. Encourage board members to share their questions, concerns, interests and aspirations for the district. Although the school board may only direct the district as a body, individual members have different perspectives and goals. Listening openly without defensiveness demonstrates respect for their input, even if decisions ultimately differ from their suggestions.

Focus on shared goals. An engaged board with clear priorities is less likely to micromanage or get distracted by squirrels, the short-term concerns of the moment, allowing both parties to focus on their respective roles.

Superintendents can collaborate with the board to develop a strategic plan with clear objectives and measurable outcomes, keeping discussions student-centered. The shared priority of student success can bridge philosophical differences and unify efforts.

Embracing accountability strengthens the partnership. The superintendent implements the board’s vision and reports back on progress, with clear updates and reliable data. Use accessible, jargon-free terms and clear, simple data visualizations to ensure understanding among board members and the community.

Effective superintendent–board relationships — with clear roles, transparency, shared goals and a united voice in advocating for students — are critical to a high-performing school district. The board is your partner in progress, and together, you can achieve transformative change for your district.

Gustavo Balderas is AASA president in 2024-25.