REFLECTIVE JOURNAL ON BOARD RELATIONSHIPS
REFLECTIVE JOURNAL ON SUPERINTENDENT BOARD RELATIONSHIPS
Addressing the Micromanagement Concerns
Everyone wants to know their job description and assignment. I believe it is safe to say
that most people enjoy making money. And for that reason most people will do their best to make
sure their job is done correctly. However when micromanagement comes into play it can create a
productive yet dismal and unhappy work environment. As a system or school leader there are
many challenges that encompass the job. One of those challenges include making sure the board
is satisfied. According (Donald, 2020) it is a natural thing for board members to micromanage
for their constituents who elected them and for the overall management of the system.
In order to combat micromanaging you must get to know the people of the district and
areas you serve. When there is transparency and a customer friendly approach then you are less
likely to experience complaints and board concerns (2020). However when the personal level of
micromanagement occurs it is important to have protocols, policies and procedures in place so
there is no question on what needs to be done or how to address any further concerns.
Inconsistency in Communication
When communication breaks down or takes a side turn it is important to resort to policy
and procedure that has been approved. According to Hanover Research (2014) the school board
should ultimately be held accountable for any breakdown in communication. The board should
set structures that support the superintendent goals. When this accountability procedure is in
place it also will help diminish superintendent turnover and increase district production (2014).
Openness and Change Needs and Implementation?
REFLECTIVE JOURNAL ON BOARD RELATIONSHIPS
There will always be something that needs to be done in the realm of education and our
school systems. One of the things that I have noticed deals with the need for equity. According to
(Leverett, 2015) establishing work plans for board members that correlate with the system
improvement plans for highlighting such issues as equity, will contribute to the proper change
implementation. At the end of the day there has to be members working together for the
betterment of the system.
References
Donald, M. (2020). AASA | American Association of School Administrators. Aasa.org.
https://aasa.org/schooladministratorarticle.aspx?id=4106
Hanover Research. (2014). Effective Board and superintendent collaboration - featured.
Effective Board and Superintendent Collaboration. Retrieved October 3, 2021, from
https://www.hanoverresearch.com/media/Effective-Board-and-Superintendent-
Collaboration-Featured.pdf.
Leverett, L. (2015, October 9). Systems Change and Governance: School Boards That
Lead for Equity. Equity-Centered Capacity Building:; Equity-Centered Capacity
Building:https://capacitybuildingnetwork.org/article10/
Powered by TCPDF (www.tcpdf.org)
