This service is particularly useful when there is a new superintendent or when there is a significant number of brand-new board members.

 If the leadership of the school district, the board and superintendent, are not united as a team, their effectiveness is impaired.

With different views of life and personalities, not everyone will become lifelong friends but respect and cooperation are critical for a district to move forward.

Without collaboration and trust, it is much harder for school district leadership to be change agents for improving the district.

Since schools work to create lifelong learners, boards and district leadership should model learning and partake in opportunities to improve as a board and administration.

While the superintendent and the board are interconnected, their responsibilities are different and separate.  Each should respect the different roles and each “stay in their lane”.

Strong belief in “No Surprises”.

Building a strong relationship before conflicts arise is a proactive approach in preparation for conflicts that will appear in the future.

Using the Key Work of School Boards framework, identify where the Board and Superintendent should focus.

Proactively develop relations before conflicts arise because it is much harder to do after there is a conflict.

Assist in the development of the LOU (Letter of Understanding) that represents the consensus of the board and superintendent as to how they will work together moving forward. 

Break Bread together: Facilitate board and administration discussions on philosophy, behaviors, and rules for governance and operations of the board.