From the Field: Leadership During a Time of Crisis
By Patrick Allen
Martin Luther King Jr. once said, “The ultimate measure of a man is not where he stands in moments of comfort and convenience, but where he stands at times of challenge and controversy.”
Everyone would agree that this past year has been full of challenges and controversies. The ultimate measure of your school board will be how you dealt with these challenges and controversies and continued to govern the district.
I believe the most important thing that your board can do during a time of crisis is to be open and honest about the issues the district and board are facing. In following the second Foundational Principle of Effective Governance, the board must connect with the community. Being open and honest with the community at a time of crisis is one critical way to connect. The community needs to understand that there is a problem, and also know that the board is working towards a solution.
During a crisis, there are difficult decisions to make. These decisions will, more than likely, illicit a strong response from people who disagree. The board, in conjunction with the superintendent, is responsible for these decisions and should not shy away from them. When the community learns of a decision, communicate why the decision was made and what factors were taken into consideration. This will help alleviate some frustration that members of the community who disagree with the decision might have.
As a board member, you are a member of a team. Each member of that team is obligated to express their opinions and respect others’ opinions; ultimately making and supporting the decisions as a board/team. There are going to be times that you disagree with the majority vote. But it is imperative, especially during a crisis, that the entire board acts and speaks as one team. If there is infighting and it becomes public, the trust that the community has in the decisions being made will decrease quickly, especially if members of the community disagree with the decision.
It is OK to disagree with the majority. It is even OK to say that you see things differently and voted against the majority. It is acceptable for a board member to share their opinion. A board member must always make sure to convey that while they disagree with the decision, the decision was made, and they will abide by that majority decision. A community might not expect every vote to be 7-0, but they expect board members to accept the outcome, regardless of how they voted.
When governing through a crisis, several factors will assist you in making the best decision that you can. Things will change quickly, and you will need to be able to adjust quickly, and potentially make adjustments to your plans. Remaining flexible is one of the keys to being successful through a crisis.
The first factor to keep in mind is to deal in facts. It is easier for the board to be using the same set of information, and making decisions based on that, than to have a board that is governing based on feelings. When you have data, the decisions are easier to make and easier for the stakeholders to understand.
Next, when a decision is made, communicating with the community, as mentioned, is important. Remember that communication does not begin or end when a decision is made, but rather communication should be a part of the process throughout. After a decision has been made, communication centers on a plan for moving forward, effectively implementing the plan, and making updates or changes to the plan based on lessons learned.
It is important to communicate with the entire community. Everyone will be affected by a decision that involves the district, not only the parents of children in the district. The community must know what is happening, so everyone can adjust to the plan, its implementation, and any changes.
Another factor of focus is to act decisively. Do not worry about having a perfect plan — worry about having a good plan. In a crisis, you will likely have to alter a plan anyway; perfection is both unlikely and not necessary. Make a decision, make it quickly, and begin implementation. Then, adjust as necessary. In a crisis, the board acts decisively because of imperfections, not in spite of them. Once you have a framework, make whatever decision you are going to make and begin the implementation process. If you act decisively, it shows confidence in your action, which your stakeholders will notice.
Lastly, it is important to show results of whatever decisions you make. Anytime a decision is made during a crisis, there will be extra light shed on that decision. As mentioned, people will have reactions, both good and bad, to your decision, but it is important to communicate the progress of the plan as it is happening. It is also important to adjust quickly and communicate that, as well.
It is not easy to govern in the midst of a crisis. It is important to keep that in mind, but also not to lose track of what your role is as a school board member. Often, the lines between board work and administration work get blurred. Focus on board work. Focus on providing support where necessary, making decisions quickly and effectively, and adjusting as things change. And lastly, stay patient. As we have learned in the past year, a crisis is going to affect everyone differently, but it is going to affect everyone. Be empathetic, and make the best decisions you can with the information you have at that time.