LETTERS

School Administrator, June, 1999

Influential Stress Factor

I think I was the retired superintendent conducting the workshop on dealing with stress that George Besculides describes at the start of his article ("Caring for Ourselves") in the February issue.

The survey I conducted of more than 300 superintendents concerning their personal wellness has led to my running workshops across New York state and at the annual conferences of our state association and AASA.

From reading Besculides' work, I was delighted to know I influenced at least one superintendent's thinking and acdons. It has been my goal to get superintendents to take care of themselves and their families. As a former district superintendent in Sullivan County, N.Y., I watched too many colleagues die on the job or suffer serious health setbacks.

Besculides' writing tells me that what I was preaching had an influence. It is a lot like wondering about the influence I had on my 6th-grade students as their teacher a generation ago.

GARY J. MOORE

Cuba, N.Y.

Negroni's "Right Badge"

I congratulate Peter Negroni for his thoughtful article ("The Right Badge of Courage") in the February issue.

As he suggests, the quality of dialogue between superintendent and school board members reflects the likelihood that authentic system goals will be attained.

During the 20 years I worked in central administration, I tried to encourage dialogue when conflicting issues would arise among governing board members. Often, I was successful. But the most important thing I learned was that the superintendent alone is the key person to establish and maintain genuine dialogue with the board collectively and with individual members.

I would encourage anyone interested in this subject to read Susan Moore Johnson's book, Leading to Change, for guidance about how the dialogue should be framed.

TOM JOHNSON

Professor, Educational Leadership and Policy Studies,

Florida International University,

Fort Lauderdale, Fla.

Peter Negroni's insights and thoughtfulness on this very tricky issue--namely the board/superintendent relationship--were welcome. His experience bears out that listening hard to board members' cares, needs and desires for our schools pays off.

When board members first run for the board, they do so from the community but they, at least initially, are outsiders to the school system. Helping those new board members contribute their talents and feel part of the entire board is an important function of leadership.

Negroni's clear articulation of the superintendent's role as a listener and a leader is important and refreshing.

ANNE L. BRYANT

Executive Director,

National School Boards Association,

Alexandria, Va.

Having worked for 25 years as a superintendent, I realize it is pragmatic to keep my resume current. However, Peter Negroni's informative article reminds us about the important relationship of stability in educational leadership to meaningful reform and improved student learning.

His suggestions were on target. Communication remains the key to a superintendent's survival. AASA and the National School Boards Association should consider establishing a dispute mediation service because educational improvement must not be interrupted by unnecessary superintendent turnover. Flexibility should be allowed on issues that do not involve ethics.

Despite raising test scores 15 percentile points, reducing the dropout rate from 32 percent to 11 percent, creating four magnet desegregation centers, eliminating corporal punishment and obtaining local control from the federal court, I have upset some self-appointed internal power brokers whose personal fiefdoms have been affected.

Having two years left on my "evergreen" contract will allow me to resolve minor disputes. However, being prepared to move enables me to do what is right and survive!

BOB WINTER

Superintendent,

Tuscaloosa City Schools,

Tuscaloosa, Ala.

What an excellent article Peter Negroni provided to the readers of The School Administrator.

I hope many others will read the article, see themselves in it and take the time to question their actions and relationships.

BRENDA DIETRICH

Superintendent,

Hampden-Wilbraham Regional School District,

Wilbraham, Mass.

A Spring Ritual

Priscilla Pardini skillfully covered the realities of the superintendency in powerful fashion in her article, "When Termination's in the Air" (February 1999). She provided a great overview on the life and times of the American superintendency.

As someone in the midst of his own job search, I believe there are three naturally occurring phenomena in spring--buying and selling of homes, automobile purchases and superintendent shopping.

AL MELOY

Adrian, Mich.

Cheers for Small Schools

As the superintendent of a rural 1,200-student school district in southwestern Michigan, I found Kari Arfstrom's Federal Dateline column ("Overlooked Too Long, Small Schools Deserve Our Attention," February 1999) to be on the mark, and I'm glad to see AASA helping to advocate for our needs.

With regional technical centers, dual enrollment at community colleges and distance learning classes available, small schools can offer educational opportunities that rival larger schools. Our own research indicates our students feel more connected to their school and safer than students at larger schools.