Factors in Head Derailment: Part 1 of a Series

Many new heads of school are hired as change agents, and more than a few of these end up hoisted on the petard of that agenda.  We find that few governing boards accurately anticipate the strife associated with fomenting change in independent schools.
One key factor explaining some head derailments and successes is the presence or absence of allies on the board and administrative team.  One head we know who ran afoul of the board over change--even as she implemented the changes she was ostensibly hired to achieve--had a paucity of "backers" on the board.  And, to make matters worse, the few who did support her were not those wielding real power.  No surprise, then, that it was only a matter of time before she and the board parted ways.
Another head, hired to achieve a similar change agenda, has been quite successful despite a number of attempts at revolt by faculty, administrators and a small cadre of board members.  In this instance, the head had strong backing from powerful and influential board members, and this support overrode the attempts by others to subvert the change agenda.
The lesson for heads of school: always gauge the level and quality of your support on the board; avoid moving forward with change when there is either too little backing or your backers are not those with power.