Offers superintendents several tips for establishing sound relationships with their school boards, including clarifying roles, understanding the political and professional nature of the superintendency, avoiding close identification with specific board members, educating board members, avoiding provincialism, cultivating good administrative staff…

Superintendents explain methods they have used to introduce new school board members to the nature of the office they hold. (IRT)

A superintendent outlines a three-phase, wide-ranging search strategy for new principals. Included are a list of do's and don't's and a list of questions for use in the interview. (MD)

The key to succeeding in superintendent-board relationships is fitting the school board into a three-part framework of policies, meetings, and goals. Advice is also provided concerning budgeting, becoming acquainted with board members, and handling disagreements. A sidebar classifies board members as builders, shopkeepers, mechanics, cheerleaders,…

Niccolo Machiavelli's buddy Louis made a big mistake in his unsuccessful takeover of a neighboring kingdom: not living there. It is better for school executives to live in community where they work than to live somewhere else. Community members have to feel school leaders share their values, traffic problems, and water. Ways to bypass these…

To establish good working relationships with their school boards, superintendents should (1) be willing to be vulnerable, (2) be open and accurate, (3) be consistently civil, (4) seek compromise, (5) avoid complacency, and (6) remember that the relationship with each individual board member is unique. (PGD)

A veteran superintendent outlines an eight-step method for achieving success, including assessing the situation, avoiding board overload, coping with stress, deemphasizing egoism, learning to live in the gray zone between policy formation and administration, ensuring effective board decisions, identifying prospective board members, and knowing…

Offers advice on ways superintendents can choose an effective assistant. (WD)

When school districts are awash in crisis, the superintendents are responsible for calming troubled waters. Superintendents should anticipate troublesome issues and communicate with all parties involved. If early efforts prove ineffective, superintendents must keep overall educational goals in mind, communicate frequently with board and press,…

Offers superintendents guidelines for resolving personnel disputes, policy disagreements, and communication problems with school boards so that schools run smoothly. (KS)

New superintendents should realize their school boards will not shatter the community's "psychic salary ceiling." In today's impecunious, politically charged atmosphere, boards often post a smaller salary up front and "hide" remuneration in benefits and deferred compensation. Superintendents must beware low-range salary offers…

Successful urban superintendents demonstrate various traits not always specified in job descriptions, including an ability to inspire, business savvy, sensitivity to diversity, self-confidence, deference to board members, high energy, and a sense of humor. A school executive assuming an urban superintendency without these qualities will experience…

From a random sample of 6,102 school executives, 1,115 (18 percent) answered questions about their attitudes toward hiring relatives and receiving gifts and services from vendors. Tables illustrate data by principals at school level, and by superintendents. Demographic information about respondents is provided. (MLF)

Profiles Atlanta's first Black superintendent, Alonzo Crim, who discusses 11 years of achievements, particularly the creation of a "community of believers" perception in the public mind. Board members and teachers provide evaluative commentary. (KS)

Derailed superintendencies are a colossal waste of talent and resources. Major causes include interpersonal-relationship problems, conflict with district staff, micromanagement, and failure to make strategic decisions during transitional times. Superintendents should establish rapport with principals, build trust throughout the organization, and…