Best (and Worst) Practices in Head and Board Evaluations | John Littleford

There can be many challenges when evaluating a head or board: 

· Board members might advocate for an evaluation process that is either risky for the head or unhealthy for the board. This is more likely to happen when there is frequent board member and chair turnover, leading to the introduction of new protocols that may or may not be wise.

· Boards fail to conduct head and/or board processes annually.

· Some evaluation tools are overly intrusive and some do not go far enough. 

· What happens when the process reveals issues with one or more board members, the head, or even the board chair?

· Is there a process that makes heads feel secure and valued and also allows boards to feel that they have done their due diligence?

Too often, we’ve heard that the head and board evaluation process has been allowed to lapse or that it has gotten into the weeds and has solicited too much input. This is very common, and a serious concern, especially for heads. This session will examine national best practices for evaluating heads, board chairs, boards as a whole, and individual board members. We will use a case study to delve into one school's approach and discuss whether it was a good or risky one.

presented by: John Littleford, President & Senior Partner, Littleford & Associates
webinar length: 70 minutes
part of: On Demand Governance Series

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