Leading Together

The quality of any good relationship begins with conversation. And so does my work with you. Typically three or more conversations, none of them rushed and all of them pro-bono before a proposal for engagement is made.

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I believe that the quality of a school grows from the enduring relationships that it nurtures.  Among these, one of the most important relationships is the partnership between the head of school and those who govern it. A true professional partnership requires disciplined commitment to learning and following principles of good practices by both parties. 

Sometimes that can be as simple and powerful as developing a checklist. Think of pre-flight checklists. Do you have one to use just as rigorously pre-board meeting?  Think of other aspects of the life of a busy head or board chair that would be served well in this way.  I have found that translating the school's mission and governing principles into practical behaviors that are repeatedly practiced brings predictability and even serenity to those who live, learn and work in schools.

 It should not be left to the Head of School, the chief executive officer and sole employee of the school's board or its owner, to educate or "train" the governors or owners who are the keepers of the mission and the fiduciary responsible partner in the relationship. Naturally, it should not be left to governors or owners to educate  or train the Head. Both parties benefit from sustained mentoring and coaching, ideally done together and well before the first real or perceived crisis. This is especially true for new heads of schools and new board chairs (and board members) or a new owner. Learning is part of the mission of every school and it should be modelled by those who lead and govern schools. It brings me joy to be part of making that happen. Let's to that. Together.