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STRATEGIC BOARDS

STRATEGIC BOARDS. Solidarity Under Pressure. ALUMNI: Perceived Change in Mission FACULTY: Pace of Change or workload PARENTS: Weak test scores. Common Constituent Issues. OFTEN THE ANGRY VOICE OF AN ORGANIZED MINORITY WITH A NARROW AGENDA

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STRATEGIC BOARDS

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  1. STRATEGIC BOARDS Solidarity Under Pressure

  2. ALUMNI: Perceived Change in Mission • FACULTY: Pace of Change or workload • PARENTS: Weak test scores Common Constituent Issues

  3. OFTEN THE ANGRY VOICE OF AN ORGANIZED MINORITY WITH A NARROW AGENDA • REACTION IS OFTEN OUT OF PROPORTION TO THE “MISTAKE” COMMON THEMES

  4. LETTERS • E MAIL CAMPAIGNS (OFTEN DURING THE SUMMER) • UNEXPECTED OUTBURSTS AT “TOWN MEETINGS” OR ANNUAL MEETINGS • NETWORKING THROUGH THE BOARD FORMS OF UNREST

  5. PERCEPTION OR REALITY THAT HEAD AND/OR BOARD MISMANAGED A DECISION OR AN INCIDENT • DISCIPLINARY DECISION OR FIRED TEACHER WHY?

  6. WEAKENING OF THE BOARD’S RESOLVE EARLY ON • BOARD BREAKS RANKS AND LEAKS OCCUR TO THE OUTSIDE • BOARD CREATES IMPRESSION OF INDECISIVENESS OR FACTIONS • BOARD REVERSES PUBLIC STANCE COMMON DANGEROUS REACTIONS

  7. BOARD IS WEAKENED • BOUNDARIES BLURRED • “POWER VACUUM” IS FILLED BY NARROW BASE OF ONE OR MORE GROUPS • WORST CASE: HEAD IS FORCED TO DEPART or WEAKENED SUBSTANTIALLY CONSEQUENCES

  8. NEGATIVE SCHOOL CLIMATE • ENROLLMENT DECLINE • LESS EFFECTIVE FUNDRAISING • DAMAGE TO A SEARCH EFFORT • DIMINISHED SCHOOL REPUTATION • PRECEDENT SET • INABILITY OF HEAD AND CHAIR TO LEAD OTHER POSSIBLE “FALLOUT”

  9. MAINTAIN CONNECTIONS AND BUILD BRIDGES TO CONSTITUENT GROUPS AND KEY TRUSTED INDIVIDUALS • KEEP CHANNELS OF COMMUNICATION AND SUPPORT OPEN BUILD POLITICAL CAPITAL! • DO NOT CEDE AUTHORITY OR ALLOW MICROMANAGMENT PREVENTING CRISES: WHAT CAN THE HEAD DO?

  10. NEED TRUSTEES ACCUSTOMED TO DEALING WITH CRISES AND TOUGH DECISIONS • RETAIN INSTITUTIONAL MEMORY • AVOID CROSSING BOUNDARIES AND CHANNELS PREVENTING CRISES: WHAT CAN THE BOARD DO?

  11. SHOW UNWAVERING PUBLIC SUPPORT FOR THE HEAD • ENSURE CONFIDENTIALITY • THE BOARD SPEAKS WITH ONE VOICE THROUGH THE CHAIR PREVENTING CRISES: WHAT CAN THE BOARD DO?

  12. HOLD THE BASE • NEGOTIATE FROM STRENGTH • CHAIR AND HEAD MEET WITH KEY LEADERS OF CONSTITUENT GROUP • CHAIR AND HEAD SEND OUT A STRONG COMMUNIQUE TO THE COMMUNITY WHAT TO DO IF A CRISIS DOES OCCUR?

  13. ENTER INTO A “TIT FOR TAT” WRITING CAMPAIGN • WRITE THE GROUP OR COMMUNITY PREMATURELY • HOLD A “TOWN MEETING” • BACKTRACK ON EARLIER POSITION WHAT NOT TO DO

  14. HEALTHY SCHOOLS WITH EFFECTIVE LEADERS DO NOT: CREATE OPPORTUNITIES FOR FACTIONS; “CAVE” ; ASSUME THEY ARE INVULNERABLE • ANNUAL BOARD TRAINING CAN BE USEFUL IF NOT CRUCIAL CONCLUSION

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

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