BOARD BULLETIN: CARE FOR THE HEAD OF SCHOOL

One of a board of trustees’ major responsibilities is to support the head of school, and for good reason. Without the head’s ability to manage the day-to-day functioning of the school, the board would not be able to fulfill its responsibility of securing the school’s future.

The board should not forget how challenging and wide-ranging the head of school’s role is. She/he oversees the daily operations of the school, from hiring and firing personnel to attracting and retaining students to ensuring the physical plant is attractive and functional. Each year, the job becomes more challenging.

Boards often fall into the trap of either being overly critical of the head or taking her/his performance for granted. Instead, the board should be intentional in their support, making it part of the board culture and scheduling certain landmarks.

Here are some specific steps the board should take to support its head of school.

• Be clear about what success looks like. At the start of the year (or if this has not yet been done, do immediately), the board and the head should craft goals for the year. Ideally, these goals would depend on both board and head involvement. Even if the head’s goals are purely operational, at least the head understands the board’s expectations. As Seneca said, “If one knows not to which port he sails, no wind is favorable.”
• Maintain regular, open communication about progress in meeting the goals. The head needs to trust that the board understands she/he will face challenges, and the board will support the head and offer advice (or a compassionate ear) rather than being critical.
• Follow protocol when handling complaints about the school. Board members should always (unless the complaint involves gross misconduct, abuse, or criminal activity by the head) refer the complainer to the proper school personnel. Often, the board member should inform the head about the complaint, who made it, and to whom the complainer was referred.
• Ask the head what she/he needs to do the job well. Be prepared to offer resources, whether it’s time away from the office, money for professional development, more time to complete a project, or additional support staff.
• Ensure the head takes care of personal well-being. A head needs time away from the responsibilities of the school to be successful. The board should ensure the head of school has and takes that time.
• Pay attention to the head’s contract. Many boards are not intentional about the process and timing of offering the head a raise and renewing the employment contract. Generally, other school staff receive their contracts for the following year in January or February. Yet, many boards do not address the head’s contract until the summer. Why not use the same timeframe as the other staff?
• Let the head lead. Providing autonomy to run the school without undue interference is greatly appreciated.

Finally, take time to thank the head for her/his work. Such thanks are more powerful if done informally by many board members regularly. Do not take the head’s work for granted.

Want to learn more? Join us for the next installment of our Trustee Education Series, February 4, 5:00-6:00 PM Eastern as we discuss the legal landscape and hot topics.