The best school boards operate as a team — working together with their superintendent to move their districts forward. Some call it the “Great 8” — seven board members and one superintendent, all focused on a common purpose. 

Being a team doesn’t mean everyone thinks the same way. It means the group is united around clear goals, trusts one another to play their part and stays focused on what matters most: student success. 

Same Goal, Different Roles 

One of the biggest keys to a unified board is understanding that while the goal is the same, the roles are different. 

The board decides what’s most important — setting the vision, mission and goals for the district. 

The superintendent brings the knowledge and experience to figure out how to get there — what resources to use, what strategies work and how to get the job done in a timely and efficient way. 

You don’t have to do each other’s jobs — and you shouldn’t. It’s like a band or an orchestra. Every section has its part, and if one group tries to do another’s part, the whole thing falls apart. If board members start handling operations, or the superintendent starts setting the board’s priorities, you lose the rhythm that keeps everything moving together. 

Unified boards: 

• Work collaboratively toward shared goals 
• Set up clear structures to monitor progress and identify trouble spots 
• Stay focused on what matters most — and tie evaluations directly to that 
• Communicate clearly and consistently 

Every board member should be able to ask, “Is my role having the impact it should?” and have structures in place to help answer that question. 

Building a Culture of Trust 

Assumptions are one of the biggest things that gets in the way of a strong team. 

Every board member brings different experiences, ideas and passions to the table — and that’s a good thing. But it’s easy to start assuming negative intent when disagreements happen. If you go into meetings assuming your teammates aren’t acting in the best interest of students, trust disappears. And once trust is gone, it’s hard to get anything meaningful done. 

As an individual board member, your focus should be on: 

• Taking care of your role while building a positive team culture 
• Assuming positive intent from your fellow board members and superintendent 
• Asking questions and having conversations that stay tied to your mission, vision and goals 

You don’t have to agree on everything. But you do have to trust that everyone at the table is working toward the same end: doing what’s best for students. 

Embrace Opportunities to Learn Together 

Shared learning experiences help board members and superintendents understand challenges at a deeper level. You’ll not only get better at identifying what’s really going on, but you’ll also grow stronger as a team. 

It’s easy to look at a challenge on the surface. A new board member might think, "We need more agriculture classes — let’s just add them." But once you understand the context — like a shortage of qualified teachers and limited scheduling options — you realize the real problem is more complicated. And you can work together on real solutions. 

Learning together also helps you: 

• Identify strengths and areas of expertise within your team 
• Understand the context behind the issues you face 
• Self-assess and grow together as a board 

Go Farther, Together 

There’s an old saying: “If you want to go fast, go alone. If you want to go far, go together.” 

Moving fast without getting your team on board almost always leads to distrust and division. But if you take the time to build unity — through clear goals, trust, communication and shared learning — you’ll not only get farther, but you’ll get there together, and your students and communities will be better for it.