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Illinois School Board Journal
March/April 2002

In search of a new superintendent?

by Robert T. Malito

Robert T. Malito is superintendent of Township High School District 211, which serves 11 communities northwest of Chicago and has an enrollment of more than 12,000 students at its five high schools.

Have you ever heard someone say, "Superintendents are born, not made"? Or, "Superintendents are leaders destined to either fail or succeed"? I say not true to both.

Hiring a new superintendent is one of the most important and challenging duties of a school board. As a newly hired superintendent, I have some recommendations to board of education members and potential superintendent candidates that could make the process less stressful and lead to a better long-term relationship.

Suggestions to the board of education:

• Use an open process to select your superintendent. Allow sufficient time for the staff and members of the community to voice their opinions. This is an excellent time to review or establish a vision for the entire district. That way, when you interview candidates, you will be able to see how each one might fit into that vision.
• Advertise the position locally and throughout the state. Note that some may wish to expand their search to a national level. If the pool of superintendent candidates is indeed as shallow as reported by the media, the more people you reach with your advertising, the more applications you may receive.
• Select a state agency or a private firm for assistance. A professional search organization can offer expertise that board members can't be expected to have. They can widen your search, and if you choose, narrow applicants to those who best match your district's specifications. That allows your board time to focus on its regular business and zero in only on those applicants who are right for the job.
• Seek legal advice. This goes without saying. Even if your district does not keep an attorney on retainer, you should have legal expertise when it comes time to write the contract that will define the new relationship for the next few years.
• Prepare a solid timeline. If your superintendent is retiring, work backward from that date to allow sufficient time to gather applications and interview candidates. If a superintendent contract simply is not renewed, consider hiring an interim superintendent for a few months if you feel your search needs more time. However, understand the importance of allowing some flexibility for the unexpected. Other business in the district still needs your attention.
• Be aware that it is essential to have a complete background check on all candidates. You want to believe that everything on a resume is true. But, as the leadership at a major university just learned when it hired a football coach, checking references and resumes is essential. It saves embarrassment, both for the board and the candidate.
• Ask solid questions of the candidates. The interview is your opportunity to ascertain which candidate more closely matches with the goals and vision of the district. Ask questions that reveal what kind of problem solver the candidate might be.
• Keep in mind the employment factors: contract, job description and goals. Let the candidates know your salary range and what the job in your district requires. If you have goals you want that superintendent to attain, state them upfront.
• Keep your staff informed. Don't let staff find out through the grapevine, the local newspaper or television news what's going on with the search. Let them be the first to know. This is their new boss. They will appreciate your efforts.
• Be ready to share information with the media. The community will want to know how the job search is coming. You can offer information about the search itself without revealing specifics about the candidates up to a point.
• Be prepared for "Freedom of Information" requests regarding the candidates. This is another area where having legal counsel is beneficial. Know how information should be shared and follow the same procedures with releasing information to the media as well as concerned citizens.
• Remain actively involved from beginning to end in the selection process. All board members should know what's going on and be able to weigh in with their opinions at any time.

Suggestions to the new superintendent as you start the job:

• Be open, honest and friendly. Many individuals, including staff and community, will be nervous about the change in leadership. Your arrival will affect their lives for the foreseeable future. It's important to get those relationships started on the right foot.
• Admit that you have much to learn. Every district has a history --whether good or bad. Try to find out as much as you can about what has transpired before your arrival, not only with the school system but in the community as well.
• Communicate effectively. Listen carefully and respond thoughtfully.
• Be flexible. Not all the changes you envision for the district need to be accomplished in the first month you are on the job. If fact, you may find you can learn things from your new district. Give them a chance to work with you.
• Do your homework. Be prepared and organized, especially at staff and board meetings.
• Develop a list of meetings and events to introduce yourself to students, staff, parents and community members in your new district. Don't worry right now about remembering everyone's name; that will come. They want to meet YOU. Make yourself available.
• Set priorities and manage your time well so that you do what you say you will. Your actions should accomplish your objectives. If you tend to procrastinate, now is not the time to let things pile up. Take the time to do things now.
• Be willing to take some risks. You've already shown you are willing to take some risk just by changing jobs. Be open to suggestions and let staff show you what they can do before you tell them exactly how you want things done. That gives all of you a chance to benefit from shared knowledge.
• Enjoy your new job. Laugh now and then. While your district may face problems, no one should be serious all the time.

Helpful hints for the board of education and new superintendent:

• Become a strong team as soon as possible. Consider a board/superintendent retreat or goal setting exercises that put everyone on the same page.
• Both should be on center stage, sharing the new beginning. If the new superintendent is making the round of service clubs, make certain a board member or two can go along. Organize a community event, like an open house, where board members and the new superintendent can be available to answer questions.
• Develop an effective two-way communication system. Board members should know the best time to call the superintendent, and the superintendent should make time to listen to board member concerns. Sending out board packets before the meeting is essential to keeping board members informed of what to expect. There should be no surprises from either side during a meeting.
• Select a spokesperson from the district to handle telephone calls from the media. As well as serving as a clearinghouse for media requests, this helps ensure that the district message is being delivered with one voice.
• Plan and work together for effective board meetings. The board president and the superintendent should work together to prepare the agenda for board meetings to maximize what can be accomplished as well as ensuring the proper amount of time for board work. There is a direct relationship between effective board meetings and an effective beginning for the superintendent.
• Enjoy your new beginning -- laugh together. Socialize and get to know one another. Whether it's before, during or after the board meeting, make sure there's a time for levity.

Above all, remember that selecting a new superintendent is a significant responsibility. Finding the "right" man or woman to lead your school district can challenge the wisdom of even the most knowledgeable person. You want to put the best perspective on the situation as possible. You do not want your district to be profiled in the local newspaper as one with a problem.

By being open, flexible and willing to change, the board puts itself in a better position to create a new relationship. The key ingredient to finding the right person is attitude.

There are no magic formulas or guarantees that these suggestions will work, but I believe they may enhance your success. I believe superintendents are made, and that they are a product of the actions of board members.

Change and new leadership are challenging. The total process of selecting/hiring a new superintendent will take an incredible number of hours of hard work by everyone. Communities expect school districts to be quality environments. They also expect their board and administration to conduct business in a professional manner. Hiring a new superintendent needs to be a positive process and a successful decision. It should not be just "luck."

Again, finding the right candidate is not an easy task. It is one of the most significant duties of the board of education. I urge you to take charge and learn as much as you can about each candidate as you begin your search for a new superintendent.