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James Tenbusch is a school administrator and educational professional with more than 30 years of experience and believes that becoming a public school superintendent is the most rewarding position a person can hold. Persons seeking to obtain or retain a superintendent position are advised to continuously identify the factors that are controllable, and those that are not. Unforeseen factors such as dramatic change in the school board’s leadership or membership composition, political firestorms, frivolous lawsuits, labor disputes, or even a personal health problem, are often beyond the immediate control of the superintendent. For these reasons, James Tenbusch cautions that the role of school district superintendent can be one of the most challenging and difficult jobs on the planet, and is not for everyone. There should always be a good match between the superintendent and the school board offering a contract to ensure that a solid alignment exists on pedagogical beliefs and management style before executing a contract. Finding a good match means conducting a careful examination of core values in such areas as: curriculum, student services, personnel management, board governance, fiscal policy, and individual school operations. Important to this analysis is a review of the historical context regarding previous administrations and school boards, union negotiations and grievances, community relations, and financial stability. Understanding the complex and shifting political and economic landscape is central to a superintendent’s success because, as issues and problems arise, he or she will need the support of the board, staff, parents, students, and the community in order to get things done. “The key here,” says James Tenbusch “is effective coalition building. It’s all about establishing productive relationships with various stakeholders to accomplish a task.” Tenbusch describes this process as “rubbing elbows with people” to move things forward in a united front fashion. A useful strategy in coalition building is making sure that people voice their ideas, concerns, and suggestions first. “You don’t get to tell people what you really think in these first stages,” Tenbusch says. “Ultimately, all initiatives, whether they involve solving a problem or starting a new program, requires the development of a shared vision among a group of key stakeholders. The superintendent can manage this process, and offer his or her own vision, opinion, and expertise at some point, but it should not be on the front end of the planning and decision making process.” James Tenbusch has been an Illinois school district superintendent for 15 years, and based on what he has observed among his most successful superintendent colleagues, he points out that the essential factors related to obtaining and retaining a superintendent position are good character, integrity and a commitment to action. The subset of these traits in behavioral terms include: honesty, transparency, a respect for diverse opinions and debate, drive, energy, determination, will-power and nerve. According to James Tenbusch, these behaviors win trust, loyalty, and ensure the continued vitality of a school district. James Tenbusch holds a Ph. D. in Educational Administration and Educational Processes from Northwestern University, and is a nationally recognized scholar in the fields of technology utilization in the classroom and the development of programs for at-risk and special need students. For more information about James Tenbusch, please visit his website at: www.jamestenbusch.com.
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