Members of your board are there because they want to make a positive difference and paradoxically, many do not have the experience or skills to function in this complex capacity. High functioning boards are made, not born. This requires a conscious effort and the superintendent is in a great position to lead them in their development. The framework for this starts with the board to:
- Establish an organizational focus—which includes having a clear mission, vision and guiding principles,
- Ensure there is operational alignment so there is agreement among the members on how they function,
- Embrace an institutional commitment to the district’s stakeholders which includes monitoring the right information and being accountable for results that matter for students.
Discussions in these areas are focused on achieving very specific goals and by doing so, strengthen relationships among the members. An example of ensuring operational alignment is the creation of collective commitments (aka team norms, working agreements, and ground rules) which reflect the desired behaviors among group members that will support their effectiveness in reaching productive outcomes.
Drew is perfect for facilitating workshops for new superintendents and their school boards. His focus on building the foundation for the work they will do together is essential to moving districts forward. With a focus on collective commitments, roles and responsibilities, and guiding principles, leaders in any field could benefit from Drew's ability to bring people together for a common cause.