Interview with Superintendent

Interview with the Superintendent

I had the opportunity to spend several hours with my superintendent, Alan Umholtz, over the past few weeks as we travelled to a variety of school events together.  I brought my questions with me and the informal atmosphere provided the opportunity to actually go deeper than the initial answer.  I’ve paraphrased his responses and tried to limit the answers to a readable length.

1. What is your definition of leadership?

A leader has to be knowledgeable.  Knowing what to do is only a part of the job, though.  A good leader will be able to encourage others to get the most out of their potential and also be able to put out future plans that others will buy into.

2. What are the positive aspects of being in a leadership position, like Superintendent?

Just knowing that you are in a position to positively effect young people for the rest of their lives is the best thing.  Another big plus is being able to leave behind a legacy for a community through facilities and improved educational opportunities.

3.  What are the negative or difficult aspects of being in a leadership position?

The single hardest thing is balancing pleasing the board with running the district effectively.  Too often personalities and agendas get in the way of what really needs to be done.

8.  How does the superintendent build a good working relationship with the board?

You have to work with each one as an individual first of all.  I think having planning meetings to discover where we can all come together for a common goal helps.  There will always be conflicts, but if you have a relationship with each member then things won’t get as personal and out of control.

12. How should superintendents approach the management of everything from budgets to technology applications?

Hire outstanding people, make your expectations clear, and then get out of their way.  Delegating to competent professionals is really the only way to accomplish your goals without ruining your health and family life.

We discussed each of the 15 questions, but these were the ones we kept coming back to.   These responses are really the basic foundation for leadership at the district level.  People skills, casting a vision, and hiring good people will provide the superintendent with the tools needed to be effective.

I was impressed that the superintendent kept the best interests of the students as the starting point for every discussion, regardless of the topic.

I think I learned that the providing leadership for the entire district requires the superintendent to develop the big picture attitude rather than campus or program specific tunnel vision.  This is why the transfer theory is so important.  I need to gain more skills at the level I currently work so that I can transfer these to the superintendency if I ever make that move.