Transition Planning for New Heads of School: It Should Not Feel like a Blind Date! Amanda introduce/ Kim add HOS and school community in brand new relationship Get to know as much as you can about one another Minimize awkwardness

Amanda Riegel CS&A Search Group Board of Trustees: The Gordon School Dr. Kim Ridley Head of School: Fayerweather Street School Amanda 17 years independent schools In my 5th year at CS&A Search and Transition Chair at Gordon, Board Father HOS Transition work is compilation of my worlds Leadership Transition Practice at CS&A- (various ways to assist, Board workshops, etc.) We will give you an overview of the essential components of a successful transition process Kim

Amanda Pay attention to the tone of enthusiasm and optimism Mutual respect Successful first year- because we spent so much time attending to details. Think of a new relationship- when someone remembers details (how take coffee) that matters Noni- introvert final image of her giggling, made her feel comfortable throughout the process

Kim introduce question. Take turns calling on people What do you think is important for a successful Head of School transition?

COMPONENTS OF THE TRANSITION PROCESS ADVISORY KIM INTRODUCE 3 COMPONENTS SOCIAL/ CULTURAL LOGISTICAL

ADVISORY Who can the HOS talk to in order to have safe, brave conversations about the various constituents and their respective relationships within the school community? Transition Change Agents: Transition Chair, Transition Committee, Tactical Team Mentors/ Executive Coaching KIM INTRODUCE ADVISORY- QUESTION AMANDA- Transition Chair- Optimistic, Social capital, visible, sees big picture, nimble, Board Chair/ Transition Chair same/ different? Transition Committee- focuses on the socialization of the incoming HOS Reciprocal relationship: How the HOS experiences the transition/ How community feels about the change Ambassadors of optimism 6-12 month engagement Faculty and staff, parents, Board members, alumni Tactical Team Focuses on practical campus transitions (office/ housing) Personnel issues Transition budget CFO, Development Director, Search Chair, Transition Chair, Board Chair 
 Depends on context KIM Mentors/ Executive Coaching Extremely important, social connections to bounce ideas, ask those critical questions Executive Coaching- started meeting in June, extremely helpful Transition Committee- Board members, Transition Chair- had been Board Chair, has a sense of school history- knows leadership, donor relationships, community relationships, laugh and cry They have my back AMANDA- Board of Directors Board Governance Budgetary Clarity/ Flexibility Establish HOS Goals/Charge Board of Directors

SOCIAL/CULTURAL What does the new HOS need to acclimate to the school culture (explicit and implicit norms)?  Visits to Campus Cultivation/ Development Events General Lifestyle Issues/ Daily Essentials AMANDA INTRODUCE There can be a big difference between stated culture and the actual, lived culture. Unwritten social rules (ex. parking lot). KIM Visits to Campus (prior to start date) People will pay attention to how the visits are allocated- need to feel included. Winter: January or February (relationship building; administrative team; Board meeting; community meeting) Spring: April or May (review pending issues, time with COB, outgoing HOS, close inspection of finances)  AMANDA Cultivation/ Development Events (during fall/ winter of HOS first year) Pace is critical - make sure that HOS is operating in optimal comfort, zone Long-term investment in a human being Installation AMANDA General Lifestyle Issues/ Daily Essentials Family Considerations (spouse, kids) Model work/life balance Local resources (coffee shops to be anonymous) Administrative Assistant to HOS “Power Up!” exercise, faith, friendships, leisure activities  KIM Outgoing HOS How long has HOS been there? Circumstances around departure, how it impacts transition? Communication Attention to Emotional Journey Presence/ Partnership at Key events Outgoing Celebration Last day Outgoing HOS

LOGISTICAL Who will manage the practical transitions that occur with a change in leadership? Office renovations Moving/ Housing AMANDA lead, KIM follow Numerous practical details: may be several people assisting with the transfer one person responsible for overseeing the entire process. Office: potential renovations, exchange of keys, essential files, computer set-up, etc.  Housing: Cover moving costs- gracious as you can afford Renovations, open about budget Offering to renovate the HOS office/ house sends an important signal to the new HOS that the community recognizes that this change in leadership style will be welcome on multiple levels. Pay attention to how physical changes are “socialized” into the community Manage the dialogue in a positive way so that people expect changes in physical spaces and see them as a sign of further positive growth for the school. 

WHO WILL CARE ABOUT THIS AND WHY? How does the HOS become acquainted with people in the community? Make sure that each constituency feels represented and understood. Lenses •Faculty and Staff •Current Parents •HOS-Elect/ Family •Outgoing HOS •Students •Board of Trustees •Alumni •Extended Community AMANDA Managing expectations is critical through timely and transparent communication.   Everyone is thinking about how the transition will affect him/her. Know your audience (their motivations, what they need to feel comfortable with the process of change) – Be adaptive and responsive.