Superintendent Search: A Voice of Experience
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One of the most critical challenges for our school board is the search to replace Fran Wills, our esteemed Superintendent of 16 years. This key, leadership position is of paramount importance to the direction of our District. In the Issues section of this website, you will find my thoughts on some of the qualities our new Superintendent might likely bring.
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The focus of this article is to share my insight into searches in a global sense. As an individual who has run a number of large businesses – each with hundreds of millions of dollars in annual revenue – I have searched for, and hired, many key people. The elements of the executive search process are essentially the same, regardless of industry or occupation. In essence, an executive search for a CEO or key executive for a $50 million company is the same as a search for a key leadership position of a $50 million school district.
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Executive searches generally break down into three stages, or steps:
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Stage I
Stage I begins with a decision as to whether to use a search firm and, if so, whom to use. Unless an individual in the District possesses a national rolodex of potential candidates that is a true game changer, then it is unlikely that search experience within a specific occupation or industry is more valuable than general executive search experience. Additionally, notwithstanding such a rolodex of contacts, a search of this magnitude likely points to utilizing a search firm. |
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Search firms, similar to attorneys and physicians, should be chosen based on their area of specialty. In our case, we would likely evaluate the search capability provided by BOCES which is available at no cost. However, we would additionally be compelled to evaluate and compare several search firms that specialize in the field of educators. There are a number of such firms nationally. The search firms should be presented with our situation and desires. Especially important at this juncture is giving the search firm a clear picture of the challenges they may face attracting candidates, given recent events in our District. The search firm should be asked to present to us several searches, as examples of their work, where they performed similar searches under similar circumstances. This portion of Stage I concludes with our collaboratively selecting a search firm.
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Next, we begin collaboratively building a candidate profile, together with the search firm, of the individual we seek. This candidate profile should be developed in a collaborative, inclusive environment, including members of the community representing a range of Todd, Middle School and High School parents as well as Empty Nesters and of course, the Board, Administration and Faculty. In addition, members in the community with executive search experience should be encouraged to step forward for inclusion. At this point the search firm should come back with a hard copy document that, with collaborative approval, becomes the marketing brochure for the search.
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| Stage II Stage II begins with a quiet period as the search firm begins their process of taking the best look at the widest array of appropriate candidates. The search firm’s job is to market the position to appropriate candidates, working methodically to identify four to seven prospective candidates for initial screening. Prospective internal candidates may also be identified and considered. This initial screening should include face to face interviews with senior recruiters meeting with candidates. This process continues – eliminating as well as adding candidates – with the goal of identifying a short list of three candidates. The search firm thoroughly vets the short list candidates, inclusive of reference checks as appropriate. At this point the search firm creates a hard copy document for us that, in essence, becomes the marketing brochure for each candidate. |
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The search now shifts a bit and candidate interviews are set. Interview committees collaboratively representing the Board, Administration, Faculty and Community are established. An order should be created for a candidate to advance from interviews with one committee to another. The search firm will serve as our consultant and sounding board throughout the interview process, training us all on appropriate interview techniques, how to properly vet each candidate and their accomplishments as well as methods for comparing and contrasting candidates. Ultimately, and with the guidance of our search firm, we will decide which candidate to make an offer to.
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It is essential that a decision be made expeditiously and an offer extended. This is to avoid any appearance that another candidate may have been our first choice – especially if that in fact turns out to be the case. A candidate should never know (or think) they were a second or third choice.
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Stage III
Stage III is the process of transition and retention. Once the laborious process of search and hire are behind us, the same individuals who worked so collaboratively to bring this leader into our District must now create a collaborative, supportive environment. Initially, working to acclimate our new leader to our District and our very special culture of excellence and achievement. Over the long-term, retaining the individual for many years to come. This is perhaps the most critical of the three stages, as continuity under the leadership of a truly outstanding Superintendent is something we all know from experience is valuable and desirable – for our children and for our community. |
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