The Onboarding Nobody Talks About

BOARD-SAVVY SUPERINTENDENT

After serving in leadership roles in five school districts nationwide and now as CEO of a public charter school network, I’ve learned one of the most disruptive — and promising — transitions comes not when a superintendent changes, but when a school board does.

I recall a midyear shift when three newly elected members arrived with campaign talking points far from the realities of public education. Rumors had hardened into perceived truths, and the new majority came eager to “fix” the district overnight. My instinct was to defend our work, but instead I chose to reset the board — a practice that builds trust, teamwork and better governance.

We scheduled a Saturday workshop, “Governance in Action.” Through case studies, simulations and a round of “Board Bingo,” we clarified the difference between governance and management. When a member won a square for “blurred the line between governance and management,” and called out loudly, “Bingo,” the tension broke with shared laughter and camaraderie. For the first time, the group felt like a team. Weeks later, conversations were far more productive.