Transitions of Heads and Board Chairs Anticipating and Avoiding the Pitfalls

Transition Period: 1-3 Years Length of transition unrelated to new head’s level of experience Initial “political capital” = zero “Lay low” in first year Confidential: Intellectual Property of Littleford & Associates

Factors Affecting Head Transition Length of service of prior head Tenure and culture of the faculty Issues mandating gradual or immediate change The tendency to choose a head opposite in style from the previous head Confidential: Intellectual Property of Littleford & Associates

Frequently Overlooked: The Transition Committee The Committee ensures: Adequate budget for transition expenses Hassle-free physical move for the Head Proper placement and smooth adjustment of school-age children Meaningful role for spouse Confidential: Intellectual Property of Littleford & Associates

Key Transition Committee Roles Identifies pitfalls and danger zones: “Invisible board” of key players Politics within the school culture Faculty grievances and personalities Past incidents or history that a new Head should know or avoid Confidential: Intellectual Property of Littleford & Associates

What the Head and Board Must Avoid Too many or unrealistic goals Too many changes Rapid pace of change Raising staff and faculty anxiety about change Alienating long-term teachers Loss of key administrators and faculty Confidential: Intellectual Property of Littleford & Associates

“Threatening” Changes Salary structure Introduction of performance pay Introduction of more credible and rigorous teacher evaluation Teaching schedule and workload Departure of a key or long-term administrator or teacher Confidential: Intellectual Property of Littleford & Associates

Other Pitfalls Avoid major strategic initiatives using a “broad-based” approach Avoid real or perceived changes to the mission or vision Confidential: Intellectual Property of Littleford & Associates

How the Head Builds Political Capital Cultivates relationships with EACH trustee Cultivates the loyalty of the senior management team Builds relationships with long term faculty Builds a coalition of support within the staff Confidential: Intellectual Property of Littleford & Associates

How the Board Supports the New Head Governs according to the principles of good practice Sets manageable goals for the Head Uses an appropriate annual goal-setting process Supports the Head publicly and privately Avoids Executive Session Confidential: Intellectual Property of Littleford & Associates

How the Committee on Trustees Supports the Head Minimizes trustee turnover Avoids chair transitions Preserves institutional memory Watches for behaviors that undermine the head Confidential: Intellectual Property of Littleford & Associates

The Importance of Minimizing Board Chair Turnover Research Shows that Heads Do Not Survive Their Fourth Board Chair Confidential: Intellectual Property of Littleford & Associates

The Importance of the Head-Board Chair Relationship Ensure a “match” between the Head and Chair Honor the Head’s preferences for the Chair Anticipate “style” differences between the new and prior Board Chair There is no magic number to the Board Chair’s tenure Confidential: Intellectual Property of Littleford & Associates

The Politics of Chair Change It is not a democratic process Head, Current Chair and Chair of Committee on Trustees measure the “field” Avoid someone who wants the role “too” much Assess reasons why candidates which to be Chair Ensure the Chair can both listen AND lead Confidential: Intellectual Property of Littleford & Associates

The Vice Chair Do not name a Vice Chair until the last year of the current Chair’s term Ensure Vice Chairs do not ASSUME they will become Chair Two Vice Chairs may be acceptable Confidential: Intellectual Property of Littleford & Associates

Chair Evaluation Ensure the Board annually evaluates the Head, the Chair and itself Devote the time to this process Confidential: Intellectual Property of Littleford & Associates

Head Evaluation Annual Goal setting Not a time to canvass the “troops” Appoint a small committee led by the Chair Agree upon goals Evaluate the head in April against goals IN WRITING The Head writes a self evaluation Confidential: Intellectual Property of Littleford & Associates

Test the Waters The Head/Chair partnership is key: If too distant, 80% of the governance troubles result and the head is often fired If too close, 20% of governance issues result from jealousy and fear that the head is not receiving appropriate critical feedback Confidential: Intellectual Property of Littleford & Associates

Global Issues - Local Solutions John C. Littleford 1-800-69-TEACH John@JLittleford.com www.JLittleford.com