Attend a workshop for new school board members, and you’ll hear stressed quite strongly that, once a board vote has been taken, you need to accept the majority’s decision-even if you disagree with it.
But what if you think the majority has made a really lousy decision? What if you’re convinced it will seriously harm the school district? Worse, what if you believe that decision is unethical or illegal?
The answer is: You’re toast.
Well, not quite. But you’re not in a good position. For one, 99 percent of the time you should accept that decision. Continued opposition to a vote only distracts the board from moving forward. It also keeps the community uncertain about the district’s direction.
It also won’t earn you any brownie points with your board colleagues. The decision is made, and they want to move on.
But sometimes you must dig in your heels. I learned that while researching an upcoming ASBJ article about a board member’s first 90 days” in office. Even the most ardent advocate for board teamwork acknowledges that there are times when a board member must take a stand.
Opposing your board majority, however, doesn’t mean declaring war against your board colleagues. It doesn’t have to mean political suicide. There are steps you can take in opposing a board vote that will ease the damage of your hard-headed stance.
For starters, as much as possible, take your ongoing opposition out of the public eye. You don’t have to deny your opposition to those that might ask. But it’s going to take time to persuade a majority of your board that they are wrong. Behind-the-scenes, low-key lobbying is far more likely to be effective than harping about the board’s mistake at meetings or in the media.
You also need to make clear why your opposition continues. Explain to your colleagues the legal, ethical, or educational harm you see from the board’s decision. Try to back up your arguments with something tangible: legal opinions, research, reports, or statistical data.
Don’t let emotions get in the way. Everyone else might be an idiot, but saying so won’t convince board colleagues to change their minds. Keep your cool. Don’t disparage anyone’s opinion just because you disagree. Calm, reasoned persuasion is your best weapon.
Finally, if you’re convinced you’re right, be patient-but dogged. Ask tough questions when that bad board decision makes itself felt. If the board adopted a tough disciplinary policy, insist on data that will show whether the district is getting the results it wants. Are there less disciplinary problems-or simply more suspensions? If you worry that contracts are being funneled to board relatives, then constantly ask before future votes whether anyone on the board has a personal relationship with those turning in bids.
Your questions-and the answers-might be enough to convince some of your peers that it’s time for a re-examination of that past decision.
But don’t hold your breath. It won’t be easy to convince your board peers to re-examine a past decision. And most won’t appreciate your efforts. So you’d better be sure you want to go that route.
Del Stover, Senior Editor
