Your board addresses this by establishing a clear chain of command policy, then enforcing it consistently through direct conversation and documented board expectations. The policy should state that all staff direction flows through the superintendent. When a board member gives direct instructions to staff, the staff member is trained to redirect that request to the superintendent. This protects the governance structure your board has sworn to uphold.
The principle at work here is the line between governance and management. Your board sets direction, approves policy, monitors results, and hires or fires the superintendent. The superintendent runs the day-to-day operations, including directing staff. When a board member gives direct instructions to staff, they blur this line and create confusion about who is in charge. Staff receive mixed signals, the superintendent loses authority, and your board loses clarity about its own role.
A common mistake boards make is addressing this only after it becomes a pattern or a conflict. They hope the behavior will stop on its own, or they avoid confronting it because they want to keep relationships positive. This approach fails. A board member who bypasses the superintendent may not see anything wrong with their actions and may believe they are being helpful or responsive. Without a clear, pre-established expectation, your board has no foundation for correction.
We recommend to treat this as a policy and culture issue, not a personal conflict. Your board should have a written protocol that states the chain of command explicitly. When a board member speaks directly to staff about operational matters, the expectation is that the board member will redirect their request: "You should bring this to the superintendent." Staff should be trained to do the same. This removes the personal element from the conversation. It is not about that board member's judgment, it is about following the agreed structure.
If a board member continues to bypass the superintendent after the policy has been explained and referenced, the chair should schedule a follow-up conversation with the full board present. The board can restate its expectations and document the conversation. Repeated refusal to follow the chain of command may constitute a violation of board norms and could trigger further governance review. This escalation ensures the policy has teeth while giving the board member every opportunity to comply.
In practice, this looks like a board that has discussed and adopted a chain of command policy, communicated that policy to all staff, and reinforced it in onboarding for new board members. When a board member bypasses the superintendent, another board member or the chair can reference the policy without accusation: "Our board agreed that operational matters go through the superintendent, let's make sure we are following that." The conversation stays focused on the structure, not the person's intentions.
sometimes board members bypass the superintendent because they have lost trust in the superintendent's judgment or responsiveness. This is a legitimate concern that your board must take seriously. If the bypass pattern reflects a real problem with superintendent performance, your board's responsibility is to address that through your formal governance channels, evaluation, communication, or if necessary, personnel decisions. The bypass behavior is a symptom. Your board should treat the symptom by enforcing policy while also investigating the underlying cause.
Practical steps:
- At your next board meeting, add a discussion item to adopt or affirm a chain of command policy. Frame it as a governance clarity item, not a reaction to any specific incident. The policy should state that all staff direction flows through the superintendent.
- After adopting the policy, have the board chair meet individually with any board member who has bypassed the superintendent. The conversation is not accusatory. Say: "Our board adopted a policy last week about how we direct staff. I want to make sure we are all aligned on this going forward." Listen for the board member's perspective. If they have a legitimate concern about superintendent performance, escalate that through your formal channels.
- At your next one-on-one with the superintendent, ask directly: "What would you need from the board to make sure staff direction flows through you?" This gives the superintendent a chance to identify gaps in communication, support, or authority that may be contributing to the bypass behavior.
- Provide a brief written reminder to all district staff that outlines the chain of command policy. Include a simple instruction: if a board member approaches you with an operational request, thank them and redirect the request to the superintendent. This protects staff from being put in the middle and reinforces the policy at every level.
- Review your board's communication norms annually. Include a check-in during your annual governance self-assessment: "Are our interactions with the superintendent and staff reflecting the roles we agreed to?" This keeps the conversation ongoing without singling anyone out.