Presentation to the 2016-2017 ACSA Superintendents Academy in Fresno, Burlingame and Sacramento. More information at www.jimnegrileadership.com.

1. ACSA Superintendents Academy
2016-2017
Jim Negri

2. Is there an ideal career track for
becoming a superintendent?
Should I attempt to find a position even
if I have never worked in a district office
position?
How big a district is too big for my first
superintendent position?
2

3. How many years should I serve as an
assistant superintendent before seeking
a superintendent position?
How will I know that I am ready to be a
superintendent?
From Achieving Success for New and Aspiring Superintendents
Mary France Callan &William Levinson
3

4. Am I committed to improving
education for all students?
Do I have a clear vision of educational
excellence with a broad background
in teaching and learning?
Do I want to be an instructional
leader?
4

5. Do I have expertise in school finance,
budget, school construction, and
state and national governance issues?
Do I have good speaking & writing
skills?
Can I live with criticism and ambiguity
and succeed without external
affirmation?
5

6. Am I intellectually curious?
Can I work on several issues at the same
time?
Am I comfortable with hard work and
isolation?
Can I make difficult decisions and take
responsibility? Do I make these
decisions based on a consistent set of
moral and ethical values?
6

7. Do I have sufficient confidence in my
skills and abilities to take on the huge
responsibilities of the superintendent
position?
Do I have a history of successful
collaborative leadership? Do I work well
with people?
Am I successful and respected in my
current position?
7

8. Are others, including my superintendent
and search consultants, urging me to
become a superintendent?
Do I have the support of my family or
support group?
From Achieving Success for New and Aspiring Superintendents
Mary France Callan &William Levinson
8

9. You needs an ambitious reform
agenda.
Avoid gimmicks and boondoggles.
Inspire your staff.
Stay focused on teaching and
learning.
Take care of yourself.
9

10. Fifty percent of the job is political.
Communication matters.
Avoid fights.
 Build your team.
Have a pro-active agenda.
From Pedro Noguera
10

11. “I’m great at what I do and deserve to be
the superintendent.”
“All districts are the same; I don’t need to
prepare for interviews.”
“My skill sets will get me the job—I don’t
have to worry about my appearance.”
“Nobody pays attention to applications
these days; my references are what counts.
Nobody pays attention to references these
days; my application is what counts.”
11

12. “There’s no need to practice; I know how
to interview (even though I last
interviewed eight years ago).”
“Superintendent jobs are all the same
regardless of the district’s size.”
“Superintendent Search consultants are
there to support me—they are my friend
and mentor.”
12

13. “No need to be up to speed on
technology [instruction, negotiations,
budget, communications]; I can always
hire somebody to take care of this.”
“School boards want somebody who can
lead; personality doesn’t matter much.”
“If I don’t get the one job I want, I’m not
going to go for another one.”
13

14. 14
What do you really know about the
board that just hired you?
What do you know about the district,
the staff, and community?
DYKWYDKBN2K2S?

15. 15
 Demographics
 Strengthens and weaknesses
 SWOT or SWAG
 Assessment data (CAASSP)
 Subgroups (LCAP)
 Trends
 Curriculum (CCSS)
 Implementation
 Programs and interventions
▪ Title I, RtI, EL,WASC
 FCMAT Reports

16. 16
Professional development
Employer-employee relations
The budget - LCFF
The budget - LCAP
The budget – Special Education
 Do you have a great CFO/CBO?
Do you have a great Ed Services?
Friends and foes

17. 17
Where are the skeletons buried and who
is going to tell you?
What do the unions know about you?
Who gets to see your contract?
How will you be introduced to the staff,
parents, and the community?
 Do you have a “stump speech” and/or
vision statement?

18. 18
 Introduces you to the to the staff, parents,
students, and community.
 Provides some information, but critical
information, about you.
 Dispels rumors.
 Describes district goals.
 Explains where we are, where we want to go,
and how we will get there.
Honors the past!
 Sets a positive tone.
 Walk the talk/Talk the walk.

19. Clare Boothe Luce once told President
John Kennedy that a great man is a
sentence. Video https://www.youtube.com/watch?v=AyRu7k70Jhc
What will be your sentence as a great
superintendent?
Write your sentence on the worksheet.
19

20. What will be your sentence as a great
superintendent? (Daniel Pink)
 What have I done to achieve it?
 Has what I have done today been
better than yesterday?
 If not, what do I need to do?
20

21. 21
Do you know and understand why you
were hired?
 Past Experience - Superintendent
 Curriculum, Instruction and Assessment
 Communication
 Community involvement
 Strategic planning
 Bond and parcel tax elections
 High school

22. 22
Do you know and understand why you
were hired?
What makes you marketable?
Whatever the reason, you are now the
cultural leader for the district.
 What does it mean to be the cultural
leader?
What is the culture of the district?
 Cultural Garage Sale

23. 23
Cultural Museum – Has been very
valuable/useful, but has served its
purpose and needs to be retired
For Sale –Willing to haggle and give it
up
Toxic Dump – Hinders the operation of
the district or creates problems
Not For Sale – A core value

24. PromoteYourself
AccelerateYour Learning
Match Strategy to Situation
Secure EarlyWins
Negotiate Success
Achieve Alignment
24

25. BuildYourTeam
Create Coalitions
KeepYour Balance
Expedite Everyone
►Communication Plan◄
See article for detailed questions for each bullet.
25

26. Overestimating your strategic
capabilities.
Valuing being right over being effective.
Failing to balance the what with the
how.
Not seeing your impact on others.
Believing the rules don’t apply to you.
Thinking the present is the past.
26

27. Failing to focus on the vital few.
Taking for granted your team model.
Overrating the talent on your team.
Avoiding the tough conversations.
Trusting the wrong individuals.
Not developing real successors.
27

28. Failing to capture the hearts and minds.
Losing touch with your schools.
Treating information & opinion as fact.
Misreading the political landscape.
Putting personal ambitions before the
district (students).
28

29. Changes to the status quo.
Underestimating the competition.
Being overly optimistic.
 Based on the work of Robert Bruce Shaw in
Leadership Blindspots: How Successful Leaders
Identify and Overcome theWeaknessesThat Matter
29

30. Relationships first (too fast/too
slow)
Honor the implementation dip
Beware of fat plans
Behaviors before beliefs
Communication during
implementation is paramount
30

31. Learn about implementation during
implementation
Excitement prior to implementation
is fragile
Take risks and learn
It is okay to be assertive
31

32. If the leader comes on too strong, the
culture will rebel. If the leader is overly
respectful of the existing culture, he
or she will become absorbed into the
status quo.
32

33. 33
What is the transition plan with the
former superintendent?
 Can you talk with him or her?
 With whom can you talk?
 Who has the history?
 Who has the inside story?
 How much do you need to know?
 How do you find out?

34. 34
Is it different if you are already in the
district?
 Yes, no, and, sometimes, maybe.
 You know the district and they know
you.
 You need to change, but they may or
may not understand the change you
must make.

35. 35
 Whether you are replacing a previous, long-
serving and popular superintendent or a short
term, ran out-of-towner, your predecessor
will have communicated a set of
expectations, rituals and operating practices.
 Find out what they were, but you need to
take charge of your leadership team by
letting them know clearly how you will
operate and what you need from them.

36. 36
 As the new superintendent, list 10 critical
stakeholders.
 Assuming everyone is available to meet
with you, prioritize the order in which you
would meet with the stakeholders.
 With one other person who was not part of
the triad, share your top two and your
rationale.
 See if any stakeholder is unique on your list.

37. 37
Board members
Administrative Assistant
Cabinet members
Department heads
Principals/LeadershipTeam

38. 38
Union presidents
CTA/CSEA/SEIU/field reps
Parent/Foundation leaders
Community leaders
Who are they?
What about the critics?

39. 39
 County superintendent
 SELPA
 ROP
 JPAs
 Community College Districts
 Media - Keep the media in your corner.
 PIO
 Webmaster
 Other “Influencers”

40. 40
Students are your most important
stakeholders.
 Kids Come First
As superintendent, you are the chief
advocate for every student in your
district.
“We are educating the next generation of
citizens in a democratic society.”

41. 41
What does the district do well?
What does the district need to do
better?
Where does the district need to be
in three to five years?
What are your top three priorities?
Is there anything else that you think
I should know?

42. 42
Listen!
Be non-judgmental
Listen!!
Ask non-threatening, but probing
questions.
Listen!!!
Forget your former districts.
Listen!!!!

43. 43
What are your hopes and dreams for the
district?
Why did you run for the board?
Who are the key stakeholders in the
district?
Who are your key constituents?
 What are their issues and concerns?

44. 44
 What are the best aspects of the
GovernanceTeam’s working relationships
that we need to preserve?
 What are some aspects that would make
the GovernanceTeam stronger?
 Don’t single out board members.
 Make it clear that you will not get involved
in board politics.
 In your opinion, what is the best thing that I
can do for the district this year?

45. 45
 Use a weekly Friday Letter to let board
know what is on the upcoming agenda and
important events in the district.
 It gives them a “heads up” so that are not
caught by surprise at the store or soccer
field.
 TWTWTW
 You can then always use the “if you recall, in
a recent update (or weekly newsletter) I
reminded or informed you….

46. 46
Remember that you have 5 - if you are
lucky – bosses.
Listen to each, but remember it takes 3
to direct you to do something.
Spend time with each board member
getting to know them as people.
 It will give you great insight to their
likes, vision for the district, what
programs they support, etc.

47. 47
What are the most important things
that I need to know about the work that
you do?
What are the systems that have worked
well in the past and that we need to
retain?
What are the issues with which I need to
address most immediately?

48. 48
Who are the opinion-makers in the
district, at the sites and in the
community?
In your opinion, what are the greatest
strengths and the greatest needs for the
district? (SWOT)
What is the best thing that I can do for
the district this year?
How can I help you to be successful?

49. 49
Meet informally with all employees at
their work locations.
Wander through your central office and
say hello to people as they are working.
When you ask, “How’s it going?” be
prepared for an earful.
 “Wear a Bullet ProofVest”
Manage by walking around.

50. 50
What is the most important thing that I
need to know about your organization?
What is the most important thing that I
need to know about the working
relationship between your organization
and the district?
In the past, what has worked well
between your organization and the
district?

51. 51
Are there some areas in which our
relationship can be strengthened?
Who are your key constituents?
 What educational issues are important
to them?
In your opinion, what is the best thing
that I can do for the district this year?

52. 52
Tailor from previous questions, but
adopt to the specific organization.
 PTA/Parent Clubs/Booster Clubs
 Educational Foundations
 Parents of African-American, Hispanic-
Latino, Special Ed students
 LCAP Steering Committee, DAC,
DELAC

53. 53
 Unless we find a way to address _________,
then we will never _________.
 Unless we find a way to address the impact
of social and economic differences on
educational achievement combined with the
increasing diversity of our community, then
we will never be able to ensure that every
student succeeds in our district.

54. 54
 If only we could __________, then we would
have a school district characterized by ______.
 If only we could draw upon our ability to
create partnerships, together with the
unique resources near us, then we would
have a school district characterized by
students acquiring knowledge, skills and
attitudes through association with science
and technology professionals.

55. 55
Develop a matrix to cross-reference
responses.
Identify the “quick fixes.”
Prioritize.
 You can’t do everything the first year!!!
Send a hand-written thank you note.
 Have a distinctive note card.

56. 56
District LCAP, strategic plan & other Plans
Policy and Regulations manual
 Be certain to look at the Board Bylaws
(BBs) in the 9000 section.
 Find out if these BBs are currently
followed.
GovernanceTeam & Employee Handbooks
Safety & Emergency Plans
Budgets & Audits Reports

57. 57
Employee contracts
Board minutes from the past several
months
Facilities and construction plans
Agendas and minutes
 Cabinet, Management Principals, etc.
Student achievement data reports and
planning documents

58. 58
Site plans and other plans (LEAP, Safety)
Decision-making models and other
district processes
The documentation of a major
issue/challenge/problem on which the
district has addressed in the past 6-12
months
What else?

59. 59
Communications that are sent regularly
by the District.
 What are they?
 Who writes them?
School newsletters
Local media including blogs

60. 60
Relationships will make or break you!
How do you build the relationship?
 With whom do you meet?
 Where do you meet?
 Do you have an open door/direct
phone line policy?
 How quickly do you get back to
people?
Relationships will make or break you!

61. 61
 Principals are the face of their schools, but a superintendent
is the face of and the spokesperson for the district to many
agencies, organizations, and individuals who don't currently
have children in the schools, and even many of those who
do.
 When new in the position, sitting in your office talking on
the phone and sending emails can be important ways to get
business done, but being visible at as many school and
community events as you can calendar is essential.
 What community organizations are critical to your success?

62. 62
Allows people to get to know you and
you people.
Be interested in people – everyone.
Ask questions to gather information,
but listen!
You can learn a lot by listening.
Who said it?
Allows you to get to know people.
Builds credibility & trust.

63. 63
Visit schools at least weekly, if not daily.
Spend time in
 Classrooms and on the playground
with and without the principal.
 Staff workrooms & lunchrooms.
 At the drop-off & pick-up spots.
 Staff & parent meetings.
Visit support staff.

64. 64
 Meet individually and as a board ASAP.
 Try to have a board “retreat/workshop”
before staff returns to build a positive
working relationship with the board.
 Establish or clarify the mission, vision, and
goals.
 Establish board-superintendent protocols.
 Who does what and how.
 Board adopted?

65. 65
 Hold a Board/SuperintendentWorkshop
to develop working protocols for the
GovernanceTeam
 The board that hires you this spring may
not be the same board in December.
▪SRVUSD
▪MVWSD

66. 66
Establish goals and objectives
 District
▪Do they already exist?
 Is there a strategic plan?
▪“You will implement.”
 GovernanceTeam
 Personal
▪Be clear & don’t over promise!

67. 67
Establish an evaluation process &
timeline.
 Is it in your contract?
 Are there benchmarks?
▪What’s past practice?
▪Can you live with it?

68. 68
Be clear about your communication with
the board.
 Friday Letter
 Email vs.Voice Mail vs.Text Message
 1:1 meetings
 Board President meetings
 No surprises – but sometimes it still is
a surprise!

69. 69
Limit board initiatives.
 Develop shared knowledge and
expectations.
Go slow to go fast.
Know each board member’s issues, but
remember you work for the board.
 Never play favorites!
 No surprises!

70. 70
Just because you have the title doesn’t
mean that you have all of the answers.
And, when in doubt, always say to your
board, “I don’t know, but I’ll find out” –
and then find out and get back to them
with the information as soon as
possible.

71. 71
Identify two or three things on which
you can “hit a homerun” relatively
quickly.
Identify two or three things where you
can make you unique mark on the
district.

72. 72
Get a mentor or coach.
 Negotiate it.
Be involved with a local network of
superintendents.
 Formal and informal
Engage in professional development.
 ACSA
▪Leading the Leaders/ELC/Symposium

73. 73
Managing daily and long-term tasks is
critical.
Have systems in place.
Daily meeting with administrative
assistant.
Ticker files
Annual calendar.
Board packet process.
Technology

74. Courage is not the absence of fear — it's
inspiring others to move beyond it
Lead from the front — but don't leave
your base behind
Lead from the back — and let others
believe they are in front
Know your enemy — and learn about his
favorite sport
74

75. Keep your friends close — and your
rivals even closer
Appearances matter — and remember
to smile
Nothing is black or white
Quitting is leading too
75

76. 76
Follow up on ALL
commitments you make
and don’t make
commitments that you
cannot honor.

77. 77
Jim Negri
2654 Miramar Avenue
Castro Valley, CA 94546-2821
650.996.9173
ciaojim@att.net or doppiojim@gmail.com
ww.jimnegrileadership.com
http://facebook.com/JimNegriLeadership
https://www.linkedin.com/in/jim-negri-5b38854b
@ciaojim (Twitter)