A story about superintendents hired to manage two districts finds they exercise good organizational skills--and a lot of hustle--to succeed in this unique role. They don't discount the downsides and do question the money savings involved. Superintendents doing double duty is nothing new, particularly among the hundreds of small districts scattered across the Midwest. But shared administrator arrangements appear to be gaining favor, at least in some regions, as districts wrestle with some of the most severe revenue shortfalls in decades. Pressure from the Great Recession to do more with less has hit just about every corner of the American workplace, including the school superintendent's office. Administrators who oversee multiple districts offer mixed reports about how much money they save or how effective they ultimately are. Some see the dual role as a temporary fix that demands too much of school leaders and compromises school improvement when public accountability is growing. Sometimes three or more districts are sharing a superintendent, while other districts are asking superintendents to serve concurrently as principal for one of their schools. As districts also look at ways to share other management services, transportation, sports teams and even teachers in innovative partnerships, they are creating some unusually complex collaborations. Some states are encouraging partnerships with financial incentives.