SAI 2016/17Superintendent– MentoringScenario

SCENARIO – You are the superintendent in Carver Community School District. Your district has seven members on the school board, and you were hired on a 5-2 vote. Of the five who voted in your favor, two were voted out during the most recent election and replaced by two board members who appear to be anti-administration. Ron Smith, one of the new members, is leading the charge to criticize administrators. Ron also happens to be the husband of a long-time high school teacher in the district. As far as support for you and the other administrators goes, you appear to have three board members who are strongly supportive (including the board president), three who are ultra critical of the administration (Ron and a couple of sidekicks), and one board member who is relatively quiet, but sways either direction, depending on the issue. Most recently, Ron has asked to receive copies of the high school principal’s evaluations for the past five years, which obviously include evaluations from the former superintendent. He has also made comments openly critical of you and the high school principal during open board meetings. Ironically, when you see Ron at ball games or other school activities, he is polite to you and one would think there is nothing wrong.

What are the biggest issues you have identified in this scenario?

Who would you contact to seek assistance, perspective, or possible solutions?

What steps would you take to address those issues?

Communication, Communication, Communication

1) How, when, and by what means do you communicate with your board members?

2) How, when, and by what means do you communicate with parents and community members? Have you identified some of the most influential community members? What makes them influential?

3)How, when, and by what means do you communicate with other administrators in your district? When do you expect them to share both issues and positive news with you?

4)How, when, and by what means do you communicate with teachers in your district? Have you addressed the importance of utilizing the chain of command, and when might you find it appropriate for teachers to skip the chain?

5) What do you believe is the appropriate balance of supporting administrators in your district, but addressing issues teachers may raise to your level?

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