1. Transitions of Heads and Board Chairs
Anticipating and Avoiding the Pitfalls

2. 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

3. 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

4. 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

5. 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

6. 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

7. “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

8. 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

9. 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

10. 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

11. 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

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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. Global Issues - Local Solutions
John C. Littleford
TEACH