It is fairly easy, and yet not so easy.

One School recently was experiencing head turnover because after several years of strong leadership, the Head was leaving on his own initiative. He had implemented several major changes which were a bit of a shock to this School’s culture.

Although the changes were appropriate, necessary, and overdue, the Head felt that a change in the board chair or trustee turnover could quickly result in his not receiving an extension of his contract.  Like so many heads he got out of town ahead of the “posse.”

On this Board of about 18 parent members, there was one whose fourth grader got into a disciplinary confrontation with the teacher. The decision to suspend that child resulted in the board member shifting from being a mainly supportive individual to one who could be called a “rogue” board member.

So, the definition of “rogue” is not necessarily somebody who has ill intent or has a personal agenda coming on to the board. It could mean a normally reasonable board member who generally follows the principles of good practice but who simply goes off the rails when the issue affects his or her own child.

In this case, George, the parent Board Member, insisted that the Head of the Lower School overturn the suspension decision that he had made.

When the Lower School Head denied George’s request, George took it up with the Head of School with whom he had a somewhat strained relationship already.

George made it clear that he thought that this classroom teacher was unfair and ruthless, and he wanted that teacher reviewed and disciplined.  When the Head of School supported the teacher, George took his complaint and request to the Board Chair. The Chair was a thoughtful and kind person, but nonconfrontational and always seeking approval from his fellow board members and friends in the community.  

Rather than support the Head, the Chair attempted to find a “compromise”.  He and George asked the Head to order a psychological evaluation to assess the teacher’s mental state of mind and if the teacher did not comply, he would be fired.

This scenario might seem strange or extreme, but it is not all that uncommon in day schools worldwide where current parents dominate the makeup of the board. Those parents may be either elected by their constituencies such as in many international schools, or simply chosen by self-perpetuating independent school boards such as in the United States.

George was properly vetted as a board member; he met all the criteria and credentials; he gave no indication that he was a single-issue candidate when he expressed an interest in serving on the board. He was also a graduate of the School.

In this case, as in probably most school situations, the Chair was not about to discipline his board member, particularly in a closeknit community where friends and neighbors are also business partners.

The way in which this incident was handled completely undermined trust between the faculty and the board. Faculty members are now suspicious of the board, very concerned about who the next Head may be and are speculating that the politics of the board are driving the current head of school out against his will.

It is very important to remember that when board training occurs many boards think they understand the rules of the road. However, all it takes is one episode involving a child that upsets a parent board member, and then all bets are off in terms of healthy board governance.

Parents are the most loyal, the most courageous, the most generous, the most committed, the most passionate…and potentially the most dangerous of all board members. We need them but we need them to know when to wear their “board hat” as well. 

That is why it is usually not a good idea to have any board made up entirely of present parents. On day school boards it is better that about 60% are present parents, and the balance is made up of former parents, graduates, and grandparents. In other words, boards need members who bring a passion for the school but whose personality, temperament, and training ensure that passion is balanced by wisdom.