What Every Trustee Should Know about Head Transition CAIS Trustee/School Head Conference January 26, 2008 San Francisco

Introduction Your responsibility You’ll have competition It will be invigorating Every search is unique

Leadership Partnership From The Trustee Handbook by Mary DeKuyper

What Is Your Succession Plan? What would you do in a crisis? Could you afford a search? Are you developing people?

Four Stages of Head Transition Reflect on your situation Create plan from beginning to end Search for the new head Transition the head into your community

First: Reflect Why is your head leaving? Is the board a factor? Are strategic goals clear? What are your strengths/weaknesses? Do you agree on the objective?

Second: Plan Timeline is years, not months Search consultant or not Get the “right people on the bus” Communications a priority Attitude

Third: Search Optimal timing Case statement and posting Semifinalist interviews Finalist interviews Reference checks Make an offer Back up plan if offer not accepted

Fourth: Transition Announcement Farewell to former head Introduction Professional development Goal setting Care for the first family

Case study #1 A suburban school’s long term head retired 10 years ago. The first new head stayed 5 years. Her strength was curriculum, but the board wanted stronger financial management. The second new head was told to change faculty benefits in a specific way his first year. He knew it would be unpopular, he promoted a different plan, but the board insisted. The second new head left after 5 years to join a highly ranked school in the east.

Case Study #2 An elementary school hired an older, seasoned head of school who had retired from a highly respected high school. From the time she was hired in April until school started in September, the head received no communication whatsoever from the board chair or the board. The head resigned mid-year due to ill health.

Case Study #3 After a universally loved long term head retired from this suburban school, an assistant head from a prestigious urban school was hired. There were tensions with the board, and she took an offer to head another highly reputed school where she is happy and successful. The second new head is in his second year and is frustrated by the board. He is given no input on budget planning or strategic planning, and the board chair has, in essence, ceded control to an operationally focused trustee.