Many board of education members question the importance of superintendent evaluations. Others consider it a thankless job. During the author's 28 years as a member of the school board of the 3,300-student Fitzgerald Public Schools in Warren, Michigan, he has participated in several evaluations and can attest to their value. In this article, the…

This article shares the authors' personal stories that shed light on what to watch out for when the board takes up a performance review. The authors describe what they considered less-than-satisfying experiences with their board of education's process of performance assessment. They offered to do so with candor in hopes of helping their colleagues…

A school district's strategic objectives typically include improving education outcomes of students, reducing costs, improving customer service and increasing productivity. While the language, emphasis and order will vary, it is difficult to imagine a district that does not strategically focus on these or related objectives. Most districts perform…

The author of this article, an education attorney, begins by describing a case where, a school superintendent of personnel for a rural school district in Michigan had just received a performance evaluation with high marks and a new three-year contract. Two months later the school board called him into a closed session and presented him with…

New superintendents' most common mistakes include extolling a previous district's way of doing things, assuming they are the only experts, having answers before knowing the questions, developing person-specific rules, having either an open- or closed-door policy, redecorating, and being a conspicuous consumer. Avoidance strategies are outlined.…

The superintendent search consultant is employed by the board of education and must always act in the board's best interest. Boards want consultants to be friendly and courteous, provide information, and foster an aura of good feeling with candidates and the board. Candidates should receive accurate information, selection criteria briefings,…

A superintendent-turned-CEO describes similarities and differences between his two careers. Both positions significantly shape the organization's strategic direction, focus on results, and require long hours and great intensity. As CEO, the author is rewarded only for making progress, moves the organization rapidly to address changing…

Before designing and implementing an evaluation program for principals, districts must determine purpose. Districts that weave both purposes (accountability and professional improvement) into a comprehensive evaluation program reap important benefits. Three basic phases are involved--planning, collecting information, and using information. (MLH)

Although no pressing rationale for the AASA's new standards for superintendents exists, the standards set worthwhile practice standards covering the instructional, managerial, and political roles that every superintendent must juggle with various constituencies. Failure to hold superintendents accountable for student outcomes is understandable but…

The Peer-Assisted Leadership (PAL) Program created at Far West Laboratory (San Francisco, California) gives principals and vice-principals a year-long professional development program to reduce their isolation and improve their instructional leadership performance through nonevaluative peer observation and reflection. A key element is challenge…

A recent survey shows that the road to an effective superintendency follows a fast track, with stops along the way for doctoral study, a brief classroom tenure, and a stint at a high-level central office job. Effective superintendents were also more involved in professional and community activities. (MLH)

AASA's new "Professional Standards for the Superintendency" specifies benchmarks for improving selection, preparation, development of America's school superintendents. Superintendents will be expected to work more as decentralized enablers than centralized controllers. Standards will increase respect for superintendency, encourage the…

"Professional Standards for the Superintendency" underscore the importance of the superintendent's role in developing well-educated young people and document the extraordinary range of skills, competencies, and values required of today's superintendents. Ethically defining these requirements, without homogenizing them, will help produce school…

Identifies common assumptions and fallacies that greatly increase superintendents' risk of job failure. Knowing how to enlist others to assist with a career crisis and designing a "golden parachute" retirement plan can make all the difference to a superintendent planning a career move. (MLH)

Mastering the new professional standards for superintendents is important, but courageous risk-taking, timing, and judgment are the "heart-and-soul" factors of leadership. The usual board/superintendent relationship is inconsistent with site-based management and building autonomy. Perhaps boards should develop a clearly defined set of performance…