Good Interviewing is Relationship Building

Aspiring Superintendents Newsletter

Winter 2008-09

The process of interviewing for the superintendency includes many dimensions. Some we can control. Others lie beyond us and our ability to influence, or in some cases even know about. We decide how to dress for the meeting. We decide what words to use and how to frame our answers, what examples to choose and how much of ourselves to share. However, we do not necessarily know the subtleties of the relationship between the current or immediate past superintendent and board members, including what they don’t want in the person they are seeking. We don’t necessarily know what others may say about us to board members, including people with whom we currently work and socialize. The reality is that the interviewing process is not an exact science and we can only do so much to assist our candidacy. Sometimes it just does not work. At other times, it may seem that everything we say and do seems to be what the school board wants.

Without question, we need to do our “homework” on the community and school district. We need to think carefully about what we bring to the position. We need to build the knowledge, skills and experience necessary for success in the role. All of these and other efforts strengthen our candidacy and will increase the likelihood of success if we are selected. However, the “game changer” in the selection process often is what happens in in-person interviews we have with the members of the school board.

Many experienced superintendents report that if the interview goes well, board members often are willing to overlook much in the past of a candidate, including lack of experience specific to the position. Conversely, if the interview does not “click” boards frequently dismiss a track record of success and proven ability to lead even in areas of challenge similar to those faced by the school board and district. At its core, successful interviewing is about relationship building, but at a very fast pace.

Not unlike other contexts within which we want to build relationships, successful interviews involve connecting with people at a personal level. Board members want to see us as someone they can work with, respect, confide in, depend on in difficult situations and even disagree with without it becoming personal. The strategies we employ to build relationships in the context of an interview also parallel what we would employ in other situations. Let’s examine these strategies and how they can be used in the context of an interview to build a relationship with board members.

First, board members want to feel assured that we want to go in the same direction they do. Obviously, we may describe our professional vision using different words than board members, but a commitment to and even a passion for nurturing the intellectual, emotional and physical well-being of young people is difficult to resist. When board members perceive that we share their core values and most important priorities we have a place to start building a relationship.

Second, our willingness to listen carefully to what board members say and communicate non-verbally conveys respect and valuing. Our focus on what is important to board members communicates a willingness to be responsive and collaborative within the relationship. Conversely, if all board members see and hear is a focus on what is important to us and what we have accomplished, they are likely to distance themselves from the relationship.

Third, board members are looking for authenticity. They want to feel that they can trust what we say, depend on what we promise and believe that what they see in us is what they would get if they hire us. They want assurance that the person they see in the interview is the person who will show up on the first day of work. We can communicate authenticity by our openness about our work, our priorities and even our mistakes and areas of continued growth. Our willingness to be appropriately vulnerable in examples we share also communicates our investment in the relationship and makes it feel safe for board members to respond in kind. Board members typically are not looking for perfection, but they do want authenticity.

Fourth, we can build relationships by making natural connections. Our research about the community, school district, staff and board members likely will surface paths that have crossed in the past, mutual acquaintances, shared interests and other areas of common experience. Casual mentioning of these connections can increase feelings of familiarity and open paths for conversation. The connections also can add a sense that we are like them and have experiences in common.

Fifth, board members want to know that we care enough about them and the position to do our research. However, caution is warranted. There can be a fine line between knowing about what is happening in the school district and community, what they are working toward and challenges they face and digging too deeply into situations and issues that may be embarrassing or uncomfortable for board members to hear. We can refer to issues in general ways to convey familiarity, but wait for board members to open the matter further before going into details or offering a perspective or a course of action.

Obviously, these are not “sure fire” strategies in every interview. As noted earlier, there are a number of factors that will drive a school board’s selection decision. However, when we successfully build the foundation for a future relationship during the interview, the chances we will be selected for the position improve dramatically.