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Preface | |
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Acknowledgments | |
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About the Authors | |
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My Office Key Works, What's Next? | |
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About This Chapter | |
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The Superintendency: Understanding the Historical Context | |
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Potential Pitfalls for New Superintendents | |
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Challenges of Leading a School District | |
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The Importance of Focusing on the "Big Picture" | |
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Jockeying for Position | |
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The Windowpane Model: A Tool for Analyzing and Understaning Constituent Perspectives | |
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The Superintendent as Community Liaison | |
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Develop a Key Communicators Listing | |
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The Changing Role of the Superintendency | |
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Navigating the Changing Landscape | |
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Successful School Change | |
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Hills to "Die On" | |
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Successful Communicator | |
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Summary | |
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The Superintendent-School Board Relationship: A Cornerstone of Your Success | |
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About This Chapter | |
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Managing the Superintendent-Board Relationship | |
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The Importance of Equal Treatment | |
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The "Inner Circle" | |
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Addressing Individual Board Member Requests | |
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When Is Equal Treatment Unequal? | |
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Superintendent-Board Chair/President Interaction | |
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Establishing Superintendent-Board Chair/President Interaction Norms | |
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Keeping the Chair/President Relationship Productive | |
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The Basics of Board Communication | |
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Successful Communication: Form and Frequency | |
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Forms of Communication | |
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A Special Note About E-Mail Communication | |
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Frequency of Communication | |
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Establishing Effective Superintendent-Board Chair/President Communication | |
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Emergency Communication Standards | |
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Maintenance of Your Communication Plan With the Board | |
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Board Standards and Operating Protocols | |
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Who Has Authority for What: The Board and Superintendent as a Team | |
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Summary | |
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Organizational Trust and Culture: What Every Superintendent Should Know | |
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About This Chapter | |
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Organizational Culture | |
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Rapport, Trust, Climate, and Their Relation to Culture | |
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The Importance of Trust | |
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Building and Sustaining Organizational Trust | |
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Organizational Culture: The Gatekeeper of Excellence | |
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Properties of School Districts as Organizations | |
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The Complexity of Organizations | |
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Organizations Are Surprising | |
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Organizations Are Deceptive | |
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Organizations Are Like Organisms | |
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Trust and Excellence in Employee Group/Union Relationships | |
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Summary | |
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School Finance 101: What Should the Superintendent Know? | |
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About This Chapter | |
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Staying Afloat: Four Key Financial Reports | |
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Enrollment Reports | |
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Monthly Enrollment Reports | |
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Annual Enrollment Projections | |
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Expenditure Reports | |
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Key Components and Their Location in the Budget Report | |
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Current Budget | |
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Current Month's Expenditures | |
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Previous Year's Budget Data | |
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Amount of Money Left in the Current Budget | |
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Revenue Reports | |
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Staffing Plans/Position Control Systems | |
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Long-Range Financial Projection: Your Own Crystal Ball | |
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The Importance of Long-Range Projection | |
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Understanding the School District's Financial Audit | |
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Summary | |
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How to Implement New Ideas in Your Initial Years as Superintendent | |
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About This Chapter | |
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The Change Process | |
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The Honeymoon Period | |
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Transitions and the Change Process | |
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Levers of Change | |
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Frames of Reference Related to the Change Process | |
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Strategies to Consider When Dealing With Resistance | |
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Facilitating/Guiding Groups Through Change | |
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Putting It Behind Us | |
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Learning Walk | |
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Implementation Blocking | |
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Summary | |
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Supervising Principals and Directors: Strategies for Success | |
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About This Chapter | |
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Supervision of Executive-Level Administrators and Principals | |
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Getting the Most From Your Staff Members | |
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Supervision Strategies for Directors and Department/Divisional Administrators | |
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Evaluating Department Heads, Assistant Superintendents, and Directors | |
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Goal Setting | |
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Summary | |
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What About the Students? Instructional Leadership and Dealing With Federal Programs | |
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About This Chapter | |
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Instructional Leadership | |
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No Child Left Behind Act | |
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Special Education | |
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Summary | |
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Dealing With Difficult People and Situations | |
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About This Chapter | |
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What's Behind All of This Negative Behavior? | |
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Frames of Reference | |
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Negative Reinforcement | |
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Understanding the Perspectives of Others | |
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Types of Conflict | |
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Substantive (Cognitive) Conflict | |
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Affective (Personality-Based) Conflict | |
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Skills for Dealing With Difficult People | |
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Temporary Suspension of Opinion | |
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Framing | |
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Reflecting Skills | |
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Implementation Blocking | |
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Shifting Energy Focus | |
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Design and Implement Positive Problem-Solving Processes | |
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Mediating Conflict | |
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Working Positively With the Press | |
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Summary | |
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Getting the Word Out: Effective Communication Strategies | |
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About This Chapter | |
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The Power of Effective Communication | |
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Sticky Note Ripple Effects | |
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Managing Information Flow in Your Office and in the District | |
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Establishing a Board Communication Process | |
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Superintendent to Board | |
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Board to Community | |
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Community to Board | |
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Board to Superintendent | |
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Handling Private and Public Data | |
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Summary | |
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It's July, Now What? | |
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About This Chapter | |
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The Importance of an Entry Plan: Successfully Navigating Your First Ninety Days on the Job | |
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Opening Day With Staff | |
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Selecting a Mentor | |
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Key Components for Successful Mentor-Mentee Relationships | |
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Sample Calendar of Monthly Events/Activities | |
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Summary | |
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Key Points From Each Chapter | |
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References | |
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Index | |