Doug Roberts is the CEO and founder of the Institute for Education Innovation and creator of the Supes’ Choice Awards for EdTech companies.
Professionals in all industries, from manufacturing to medical to marketing, are encouraged by their companies to attend industry conferences and educational summits throughout the year. It’s an opportunity to immerse oneself in the latest trends, network with peers and partners who can elevate your business, and discover best practices from renowned thought leaders.
So why do I continue to see superintendents being criticized by community members for embracing the same opportunities to acquire new knowledge and innovative solutions to better the schools they serve? I believe it is imperative that, as business leaders, we add our voices to these conversations in our communities and advocate for our educational leaders seeking opportunities for professional development.
A Unique Responsibility
The superintendent role is unlike any other professional position. For one, they can oversee hundreds of staff members, and in many communities, they are the face of the region’s largest employer. In comparison, only about 3% of companies have more than 50 employees. In addition, district leaders are members of a very exclusive group: there are only about 13,700 superintendents in the U.S.
As the founder and CEO of a superintendent think tank, I have helped direct summits, retreats and conferences to bring superintendents and EdTech innovators together. I’ve also been on the receiving end of pushback from school boards and communities regarding dedicated professional development for superintendents. But I’ve witnessed firsthand how development opportunities like in-person conferences and tailored support can offer substantial benefits and foster solutions for real-world issues in K-12.
Fostering Success For Consistent Leadership
I believe that we have an opportunity to support current superintendents and to cultivate the next generation of leaders by creating safe spaces for constructive problem-solving and innovative thinking. Advancing and supporting our superintendents’ practice is especially important when you consider how district leader turnover continues to impact communities.
Today, the average tenure for a superintendent is just one to three years, and searching for and recruiting superintendents can cost districts thousands and take months to accomplish. But in my own experience, those who receive ongoing support through professional development resources are more likely to stay within their specific school district for roughly twice as long. Providing opportunities to foster superintendent success is a small investment in the face of ensuring consistent leadership.
The Need For Tailored Support To Address The Needs Of Diverse Leaders
The demographics of superintendents have shifted over the past decade, but still today, only 26% of leaders are women, and 9% are a race other than White. These superintendents often face a unique set of challenges, from culture wars that set them up as the enemy to lower salaries and under-resourced schools.
These incredible leaders have fewer colleagues who can sympathize with their plight, but tailored development opportunities can give them ways to connect, commiserate and build a network of like-minded peers and mentors who can help them navigate today’s politics and polarization. For instance, a study from Western Michigan University found that Black superintendents value state and national organizations as a means to associate with peers whose “experiences are viewed through their cultural lenses.”
When the education industry creates safe spaces centered on equity and building leadership pathways, it can set every superintendent up for greater success.
Using Innovation To Impact Change
Professional development doesn’t limit itself to vendor halls and keynotes. Superintendents need to be equipped with best practices and new advancements that transform student learning. So, as a business leader, how can you lend your support and expertise? Here are a few suggestions to help you get started:
• Local Support: Attend local chamber of commerce and Rotary Club meetings; school superintendents are also often in the room, so these can give you opportunities to provide friendly encouragement and personal experiences about your own leadership development.
• Coaching: Offer your services as an unofficial coach or mentor to a local principal or district leader, sharing your perspectives as a business leader. Educational leaders typically do not take any courses in management or business as part of their credentialing programs, but I have found that many crave this kind of learning experience.
• Advocating: Attend board of education meetings, and encourage your board of education to build dollars into the budget for staff and leadership professional development, such as travel to conferences.
Conclusion
As patients, we expect our surgeons to attend medical conferences to stay current on the latest clinical advancements and methodologies. As customers, we never question when manufacturers host industry events to share technical information that improves the appliances we use and the cars we drive. I believe professional development should be no different for superintendents.
Professional development that is designed around collaboration, where superintendents are able to communicate their challenges and insights to better support their students’ needs, can bring meaningful change to their districts and communities. By considering real-life issues relevant to their districts, such as inclusion, attendance, testing, and innovation, and by learning from others’ lived experiences, superintendents can adapt proven recommendations to their districts. In these ways, cultivating a collaborative community can drive real, sustainable and impactful change for our schools.
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