Protecting Your Board From Blind Spots

Board-Savvy Superintendent

I WAS WORKING with the board of education in a good-sized district in Ohio with multiple high schools. The board members were struggling with some significant financial issues, so consolidating the two high schools into one made perfect financial and educational programming sense.

In making that decision, the board underestimated the overwhelming negative response from the community. Board meetings suddenly became packed with angry community members. It became apparent that moving forward with the consolidation project was going to be a monumental, if not impossible, task.

Changing Lanes

This saga and others like it are not uncommon. District leadership teams too often find themselves in difficult situations with their communities and staff by making seemingly sound decisions, but without adequately vetting all the possible ramifications. I equate it to driving without being mindful of blind spots.

We all have encountered the odd phenomenon that exists when you look in your side-view mirror seeing nothing, only to find out differently when you begin your lane change. It is a pretty rude awakening.

Consider the school board and its two high schools. What they saw in the future were two underserved facilities and a mounting financial crisis that could be positively addressed with one move. Their current course needed to change, but without carefully looking for what might be in their blind spot, the board members’ obvious move became a dangerous one. As with driving, the need to change lanes does not go away, but how and when you move are crucial to safety and success.

Cautious Driving

A superintendent ought to consider the role he or she plays when the board of education faces such decisions. Here are five considerations for superintendents on guiding their board members through potentially dangerous blind spots.

  TAKE A GOOD LOOK AROUND YOU. Account for the people you might not have otherwise noticed. Community engagement should be an indispensable part of your work. I am sure you have stakeholders you do not hear from or are difficult to reach. Work with your board to share relevant information in a transparent way, specifically to reach those people.

  CONSIDER ALL THOSE AROUND YOU. Do this before you make a decision to move. What effect are you going to have on others and is the timing of your move prudent? Remind your board that authentic community engagement is a two-way conversation with your stakeholders. More than just providing information, you build trust by hearing from your community and considering their needs in your ultimate decision.

  SIGNAL YOUR INTENTIONS WELL IN ADVANCE OF YOUR MOVE. Be very clear and remind your board and your administrative team that your staff and community will not really hear your message until you are tired of it. Also, keep your team on message. To build trust, there should be no surprises.

  TAKE YOUR TIME BUT MOVE WITH INTENTION. Don’t be wishy washy. When the decision is made, go strongly with it, but remember that going too fast is also dangerous.

  AVOID RAPID AND CONTINUOUS CHANGES. Beware of Murphy’s Law: That other lane may look great until you are in it, only to find yourself looking to change again. It is good to be strategic. Look ahead and plot the best route forward. Make the best choice and then stand by your decision.

Watching Behind

The blind spot analogy to school district governance raises an interesting dichotomy. It is difficult to lead strategically if you are not focused on the future and what is ahead of you. But having said that, if you are not also looking around, including behind you, you could be in for a rough journey.

Your course is not absolutely straight. Obstacles linger all around you that should not be ignored. Remember, bad things happen if you are not aware there is someone in the spot you cannot see.

STEVE HORTON is a senior board and management services consultant with the Ohio School Boards Association in Columbus, Ohio.
@OHschoolboards