1. Principles of Good Practice and the Keys to Success Confidential: Intellectual Property of Littleford & Associates and NAIS

2. * Decide by the fiscal year beginning June 30 if possible * Ensure chemistry of consultant and search chair * Understand the implications of the price of the service

3. * Ensure you know who you are “getting” if you choose a large search firm * Determine how much process vs. product you want: do you want a placement firm or “full service”? * Clarify the consultant’s role in screening names, checking references and building rapport with candidates * The consultant should provide a complete description of services offered including fees and expenses (and how often he/she will be present on site) * Decide how “democratic” you want to be, i.e., the level of constituent input you want to gather and the cost associated with that choice

4. * The consultant should make known the other clients for which he or she is currently conducting a search to fill a similar position, including those that may compete with yours * The consultant should be conducting a manageable number of searches at any given time to ensure quality attention to each client. (What is the number that you are comfortable with?)

5. * The search consultant should make every effort to understand the school, its mission and its culture (and write a unique profile). * The school NOT the candidate is the client. * The search chair/consultant relationship and frequent contact are key to success

6. * A candidate who is a sitting head and seriously considering another headship should inform his board chair in confidence (when?) * The consultant should not invite the candidacy of a head of school placed in that position by the consultant’s firm within the last 5 years.

7. * The consultant should describe the role of the search committee in checking references. * The consultant should emphasize the importance of discretion and confidentiality to both the committee and candidates

8. * Littleford & Associates recommends interviewing board members individually and key constituents in focus groups to develop a list of key candidate qualifications and qualities * If desired an online survey may be used to gather data * Littleford & Associates recommends a workshop to present this feedback to the entire board

9. * The consultant develops the profile to be reviewed by the search committee and then shared with the committee * The profile may be posted on the websites of appropriate national and regional associations as well as other networks. * The profile may be posted on the school website

10. * The search consultant should have one “point person” for all communications, usually the chair. * The school should designate one professional and discrete staff member who will provide clerical assistance. The division of labor between the school and the firm should be clear.

11. * The consultant should: * Be able to “cast a broad net” by contacting sitting heads who may be a good fit but may not be actively seeking a new headship * Know top second tier administrators and aspiring heads * Reach out beyond those who reach out to him or her * Stay in touch with candidates at all stages of the process * Sell all the school to all candidates: never make assumptions that the preferred candidate(s) will remain available and accept your offer

12. * The most effective members clearly understand and are able to articulate the mission of the school. * Five to seven board members (limit to Board?) * They have some degree of institutional memory and board service. * They do not represent the interests of any particular group or a personal agenda. * The Chair MAY be the next Board Chair.

13. * School visits should be made only when the candidate and search committee are a mutually serious stage. * Visits to a candidate’s present school should be complete yet at no time jeopardize his or her current position. (only at very finalist stage

14. * A vehicle for soliciting the opinion of key groups: teachers and administrators; students; alumni; and parents * May meet semifinalist candidates and meets finalists * One large group of 15 or subgroups of 4-5 * Members must provide different perspectives, but with a long term, objective view * An alternative to Advisory is “reps” on Board Committee

15. * The consultant should counsel the advisory committee(s) of their role and help to suggest appropriate questions. * The chair of the advisory committee(s) reports to the search committee chair * One or two key advisory committee members may go on visits to finalists’ schools. * Note: advisory committees do not have ultimate decision-making authority

16. * Care must be taken in handling the candidacy of current administrators. * Internal candidates may or may not be the “faculty favorite”. * If the internal candidate is not chosen, the School may lose an administrator or retain one who may find supporting the new head difficult. * Understand the risks of even inviting internally interested candidates to be interviewed. Disappointment can be damaging.

17. * The consultant should advise the committee on the interviewing of semifinalists and finalists * The actual interviewing is the responsibility of the committee.

18. * At the semifinalist stage, each member should be assigned a candidate whose references should be checked carefully. * References should be checked with the candidate’s permission. * Every effort should be made to find references beyond those provided. * Confidentiality and discretion are assumed at all times. * The consultant should suggest questions.

19. * The consultant should offer counsel on structuring a compensation package that is fair and competitive. * The consultant should offer advice on all elements of the package: salary, retirement, deferred compensation, housing and other benefits. * The board may want to retain outside counsel at this point to facilitate closure on the compensation offer to the favored finalist

20. * The politics of transition and change * Managing the pace and nature of change * Building coalitions * Retaining institutional memory

21. * Littleford & Associates recommends a full board transition workshop. * Boards need to understand the challenges and pitfalls pacing new heads and experienced ones in a new headship

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