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Author:   Derrick D. Jordan ,  Dionne V. McLaughlin
Publisher:   Bloomsbury Publishing Plc
Imprint:   Rowman & Littlefield
Dimensions:   Width: 15.00cm , Height: 1.00cm , Length: 22.40cm
Weight:   0.260kg
ISBN:  

9781475875294

ISBN 10:   1475875290
Pages:   152
Publication Date:   28 May 2026
Recommended Age:   From 18 to 22 years
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Paperback
Publisher's Status:   Active
Availability:   Manufactured on demand  
We will order this item for you from a manufactured on demand supplier.

Table of Contents

Table of Contents Chapter 1: Drinking from a Firehose A. Thrust into the Driver’s Seat: The New Kid on the Block B. The Divided Board: A Potential Landmine C. Understanding the District’s Landscape D. Evolution of the Superintendent’s Role E. A Seemingly Impossible Job: The Persistent Challenges F. A Steep Learning Curve for New Superintendents G. Leadership Tips for New Superintendents H. Concluding Thoughts I. Case Study #1: The Outsider J. Case Study #2: The Rise and Fall of a Turnaround Superintendent Chapter 2: It is a People Business. It Always Has Been and Always Will Be. A. Put a Good Team Around You and Let Them Utilize Their Expertise B. Considering Leadership Placement and the Responsibilities of Central Office Staff C. Get Good at Reading People and Knowing Who to Trust D. Find a Mentor or Thought Partner. Don’t Wait for One to Show Up. E. Female Superintendent Perspectives on Mentoring F. Small, Rural Districts: Starting Place for Several Latina Superintendents in California and Texas G. Woman Leader of Color Shares Lessons Learned from Mentor’s Missteps H. When Adults Behave Badly I. Small Districts: Learning What People Value, And Being Relatable and Approachable J. Strong Family Relationships: A Key Ingredient K. The Power of the Community to Save a Superintendency L. Concluding Thoughts Chapter 3: If You Don’t Navigate Your School Board Successfully, They Won’t Let You Last A. Clarify Roles and Orient New Board Members B. Make Trust a Priority C. Communicate, Communicate, Communicate D. Get on the Same (or at Least a Similar) Accord E. Get to Know Board Members F. Where There is a Quorum, There Should Ye Be Also G. Leverage the Board Chair H. Do Not Under- or Overestimate Rouge Board Members I. Know Who controls the Funding and Stay Connected J. Concluding Thoughts K. Case Study #3: Just Let me Do My Job! L. Case Study #4: Leadership in Crisis: The Southwest Fletcher Consolidated School Board Chapter 4: Reversing the Course: Leading High Achieving Districts Where Students of Color Are Successful A. Examining (in a Trusting Environment) What Adults Can Do Differently B. Diverse Public Schools Contrast Sharply with the Cultural Backgrounds of Principals and Superintendents C. Culturally Responsive School and District Leadership D. Anything You Wouldn’t Do for Your Own Children, You Shouldn’t Do for Children in Your District E. Leading Instructional Dialogues F. Investing In People (Not Programs) To Get Them to Do Better and Celebrating Successes Like the 4th of July G. Utilizing Strategies to Explicitly Address Inequities H. How Does the Strategic Calculator Work? I. Once Goals Are Set, How Do Schools Realize Them? J. How Was the Strategic Calculator Developed? K. Utilizing the Culturally Responsive Classroom Walkthrough Instrument L. Data Analysis, Identifying Best Opportunities for Improvement, Problem-Solving and Developing Focus Areas M. High School Focus Groups: Instrumental in Identifying Strategies to Improve Student Outcomes/Experiences N. Concluding Thoughts O. Case Study #5: Helping Principal Whitley Lead an Equitable, High-Achieving School Chapter 5: It Did Not Get This Bad Overnight. A. The Pace of Change B. The Knoster Model C. Leading Changes in Academic Achievement D. Visiting 40+ Classes a Year in a Small District and Charting School Progress E. Advanced Teacher Mentoring Positions F. Supporting Innovative Principal Ideas and Eliminating Excuses G. Changing Systems and Protocols H. Politics, Policy and the Business Side of the Job I. Hiring the Right Chief Finance Officer (CFO) and Admitting What You Don’t Know J. Chief Financial Officer’s Advice for Superintendents K. Developing Budget Non-Negotiables and Averting Issues with District Finances L. What Superintendents Should Know about the Budget Before Accepting the Job M. Selecting and Supporting Principals N. Developing District Systems for Improving Student Performance O. Principals Whose Students Did Not Meet Growth Placed on Support Plans P. Concluding Thoughts Chapter 6: Making Better Decisions: How Superintendents Resolve Complex Matters A. Decisions to Eliminate Budget Deficits B. How Long Does It Take to Eliminate a Budget Deficit C. Inclement Weather Decisions: Snow, Hurricanes, and the Like D. Permanently Closing Schools E. Does This Help Our Kids? Is it Best for Our Schools? F. Chief Finance Officer’s Advice on Closing Schools G. Leadership Decision-Making Approach: Like Playing 3-D Chess H. Is it Legal, Moral, Ethical, Aligned with Policy? I. How Core Values and Your “North Star” Guide Decision-Making J. Board Member’s Daughter-in-Law Applied Multiple Times for a District Position K. Employee Reductions-in-Force L. Firing A Principal M. Removing A Football Coach N. Concluding Thoughts O. Case Study #5: Involuntary Teacher Transfers Chapter 7: You’ve Got to Keep the Job to Do the Job. A. Tips for Landing and Keeping the Job: Advice a School Board Attorney B. Negotiating Your Contract C. Get Good at Specific Skills that Make You Indispensable D. Leaving Every District Better Than I Found It Academically and Financially E. Charge to Institutions of Higher Education (IHEs): Better Preparation for the Superintendency F. Make Time to Power Down and Unplug G. Concluding Thoughts

Reviews

This is a must-read for current superintendents or anyone who one day would like to step into that seat. I love the fact that it highlights everything from establishing relationships with board members, to navigating employee issues, to managing a budget, to the day-to-day complex decision making that defines the superintendency. To use an analogy from my coaching days, this is the playbook you should follow. -- Dr. Walter Gonsoulin * 2025 AASA National Superintendent of the Year * Derrick Jordan and Dionne McLaughlin’s book is a poignant reminder that while knowledge from college course lectures and in-box simulations are important preparation activities for future superintendents, wisdom gained from actual practice is much scarcer and always in short supply. They also are mindful that experience alone is no guarantee that next time better decisions will be made. That only happens when there is reflection, self-examination, and listening to critical friends. The authors are experienced former school administrators with humor, grace, and bruises to qualify as seasoned models and mentors. Their voices have authority, credibility and humility. With them you will always be in good company. -- Fenwick W. English * professor and Associate Dean, College of Education, Florida Gulf Coast University *

This is a must-read for current superintendents or anyone who one day would like to step into that seat. I love the fact that it highlights everything from establishing relationships with board members, to navigating employee issues, to managing a budget, to the day-to-day complex decision making that defines the superintendency. To use an analogy from my coaching days, this is the playbook you should follow. -- Dr. Walter Gonsoulin * 2025 AASA National Superintendent of the Year * Derrick Jordan and Dionne McLaughlin’s book is a poignant reminder that while knowledge from college course lectures and in-box simulations are important preparation activities for future superintendents, wisdom gained from actual practice is much scarcer and always in short supply. They also are mindful that experience alone is no guarantee that next time better decisions will be made. That only happens when there is reflection, self-examination, and listening to critical friends. The authors are experienced former school administrators with humor, grace, and bruises to qualify as seasoned models and mentors. Their voices have authority, credibility and humility. With them you will always be in good company. -- Fenwick W. English * professor and Associate Dean, College of Education, Florida Gulf Coast University * Jordan and McLaughlin provide a comprehensive and accessible guidebook for anyone aspiring to the superintendency - or who already is a superintendent. The honest portrayal of the challenges - and opportunities - facing district leaders makes this a must have for both public school leaders and those preparing them in higher education. This book will help students of educational leadership understand the complexities of district leadership and will help aspiring or current superintendents to make sense of it all. Ultimately, this book will help educational leaders support and advance their students and school communities. -- Dr. Mónica Byrne-Jiménez * Executive Director, University Council for Educational Administration *

Author Information

Derrick D. Jordan served as a school district superintendent for nearly a decade and now serves as Associate State Superintendent/Chief Operating Officer at the North Carolina Department of Public Instruction and Clinical Associate Professor at UNC-Chapel Hill. A published author and active contributor to national accreditation and editorial boards, he holds degrees from North Carolina Central University, East Carolina University, and UNC-CH, where he was elected by the graduate faculty as a Jackson Scholar. Dionne V. McLaughlin is an Associate Professor (tenured) at North Carolina Central University and a British-born Black Jamaican American educator with experience as a bilingual elementary and high school principal. She holds degrees from Harvard and UNC–Chapel Hill, is the author of two books on school leadership, and has presented at national conferences and in school districts across several states.

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