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BOARD-SAVVY SUPERINTENDENT

After serving in leadership roles in five school districts nationwide and now as CEO of a public charter school network, I鈥檝e learned one of the most disruptive 鈥� and promising 鈥� 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 鈥渇ix鈥� the district overnight. My instinct was to defend our work, but instead I chose to reset the board 鈥� a practice that builds trust, teamwork and better governance.

We scheduled a Saturday workshop, 鈥淕overnance in Action.鈥� Through case studies, simulations and a round of 鈥淏oard Bingo,鈥� we clarified the difference between governance and management. When a member won a square for 鈥渂lurred the line between governance and management,鈥� and called out loudly, 鈥淏ingo,鈥� 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.