Make sure you have ongoing monthly conversations with your Head Support and Evaluation Committee. You need to know what is expected of you, and how you are measuring up. Set reasonable, measurable objectives based on your school's strategic plan, and get regular feedback. If your Board does not have an HSEC, recommend one be formed. Let your slogan be: "No Surprises!"
Inform your Board; don't let your Trustees find out 'on the street.' You need to tell your Board the bad news, as well as the good, first. This includes everything from an enrollment decline, to major disciplinary actions, to unexpected major gifts. And if you are facing a controversial decision, discuss it with your HSEC Committee. Essentially, there should be "no surprises" for your Board—your Trustees should be prepared to address nasty phone calls or rumors.
Show the Board you are in charge. You are the Board's only employee and it is your job to make sound, professional decisions on the day-to-day operations of your school. While you may enjoy a democratic decision-making process, you must make it clear the final decisions are yours only, and you take responsibility for them.
Take responsibility for budget management. Yes, you have a Business Manager, but you are ultimately responsible for operating the school. Boost your Board's confidence in you by showing them accurate numbers, within your budget. Show that short-term cash is appropriately stewarded. If you are making budget cuts, make them with the long-term future of the school in mind, not just the short-term.
Prepare for Board and committee meetings. These are your opportunity to show your leadership directly to your Trustees. Supply necessary documents well in advance, so Trustees have ample time to prepare. Attend committee meetings when your expertise or input is needed. Be ready to provide any help the Trustees need for effective and efficient meetings.
Communicate your vision and pick your battles wisely. You are the Board's only employee, hired to put its strategic plan into action. You have the clearest picture of how to proceed. And remember, "no" is a powerful word that can be difficult to reverse. Don't push Board members to your way of thinking; rather, educate and guide them.
Patience is your asset. Rather than take an adversarial stand on an issue, discuss issues with your HSEC. You will gain support while you'll also come to understand the "other side" better.
Get to know your Board members well. They don't need to be your friends, but you need to understand where they are coming from. Learn about their jobs, interests, and families, and be able to make special mention of awards, recognition, etc., when appropriate. And make sure you let them know you value and appreciate the work they are doing for your school!
Be aware of year seven. Most Boards will completely turnover by the seventh year of your tenure, meaning the Trustees who hired you are gone. How do you prevent the "new" Board's itch to bring in "its own Head"? First, work closely with the Board President to profile and nominate new mission-appropriate Board members. Second, work with the Board President to orient new Trustees, and host school tours which allow them to get to know you better. And finally, shift to the new Board's way of working, while holding to the basic tenets that define the Board's role and responsibilities.
Take care of yourself. Don't run yourself ragged. Get rest, exercise, and downtime. When you are relaxed and rejuvenated, you will do a better job.
