Month: July 2025

Being Interviewed by a Board of Education

Boards of education have become more active in interviewing and selecting candidates for leadership positions. State law dictates that only the Board can make personnel appointments. Of course, board members are elected officials and as such they have their own priorities and values, and can be influenced by their constituents. Consequently, if a candidate is going to be interviewed by the Board, you need to find out who they are and what their priorities might be. An AI inquiry into each trustee can yield key information.

Find out the occupation and priorities of board members. The kind of questions that a professional educator might ask are different from those of an accountant, or a teacher, or a real estate agent. Does the trustee have a child in the special education program, or is he or she involved in youth athletics, the music boosters, or the performing arts? Most Board Members are actively involved parents and will ask the kind of questions that parents are interested in. Be aware that some trustees can be advocates for inside candidates and other candidates who are connected to their friends or family members. Be prepared to answer questions related to themes such as: cost savings; student learning; student discipline; community involvement; cell phone use; staff morale; music, arts and athletics; raising academic achievement; personnel practices; special education programs; addressing attendance problems; etc.

Here are some sample questions that you should expect:

  1. What ideas do you have to create greater efficiencies which lead to cost savings?
  2. What expertise do you bring to your staff in enhancing student learning through the use of technology and AI?
  3. What is your approach to classroom management/student discipline?
  4. How would you go about determining what your priorities should be in your new position?
  5. How would you deal with a veteran staff member who is not receptive to your recommendations?
  6. What characteristics do you look for in hiring an excellent teacher?
  7. What would you do if your supervisor made a decision that you disagreed with and you felt would harm children?
  8. How would you deal with a parent who is dissatisfied with how a teacher is conducting his/her class? Assume that the parent has already spoken to the teacher.
  9. If you interviewed candidates for a teacher vacancy, what questions would you ask them?
  10. What ideas do you have to decrease staff rollover and encourage retention of staff?
  11. What would you do to attract more students into the music, arts, and athletic programs?
  12. What would you do to support the philosophy of inclusion in our special education program?

Beware that some Board Members can be aggressive and/or argumentative in how they ask questions and may challenge you. Do not fight back. Keep your cool, remain professional, and if you don’t agree, you might just say: “That’s an interesting point. I would have to think about that”.

A final reminder. Remember that the two most important factors in getting a job is being likeable and being a good fit for the school-community. Be pleasant, smile, and try to resonate with the cultural norms and values of the Board. If those norms do not align with your values, you might consider working elsewhere. You are interviewing them as well. Don’t pretend to be someone you are not.

BIGGEST INTERVIEWING MISTAKES OF SCHOOL LEADERS

I’ve coached hundreds of school leaders through their interviewing process and analyzed how and why they fell short. Let me share several of the most common mistakes interviewees make and how to begin to avoid these blunders.

  1. DON’T TALK TOO MUCH—most candidates just talk too much and talk themselves out of a job. Keep your answers to two minutes. If interviewers want more, they will ask you to elaborate. Avoid repeating yourself and going off on unrelated tangents. And make sure you answer the question.
  2. DON’T SOUND LIKE THE OTHER CANDIDATES—ninety percent of your interviews will begin with “Tell us about yourself”. Most interviewees respond by walking through the highlights of their resume. BORING! They’ve already reviewed your resume. Be different and stand out from the rest of the field. Introduce yourself in interesting ways. They want to know who you are and what you stand for.
  3. AVOID BUZZWORDS—education is filled with jargon and terminologies. Candidates think that by using big words they’ll sound more professional. Interviewing committees are made up of parents, staff members, and teachers. They are laymen and practitioners who may not be familiar with all the buzzwords, and will be put off by your highfalutin, pretentious vocabulary.
  4. DON’T COME OFF AS ARROGANT—successful candidates must come off as likeable. People are put off by an arrogant personality. Don’t be that someone who boasts and is full of himself. The opposite of boastful is modest, humble. Let your accomplishments speak for you.
  5. DON’T MIS-READ YOUR AUDIENCE—watch the body language of your audience, particularly nodding heads signaling approval and shaking of heads sideways indicating disapproval. If you sense negative reactions, then deftly clarify or re-direct your answer. If you find yourself in a hole, stop digging.
  6. NEVER BE UNPREPARED—do your homework prior to the interview. Find out about the status of the district and the school. What are the demographics? What are the student achievement levels? What are their strengths and needs? What are their points of pride? A frequent question is “what do you know about us”? This is your opportunity to demonstrate that you’ve done your homework.
  7. DON’T BE A MISFIT—candidates who appear to be a “good fit” for the school-community get the job. Therefore, scope out the values of the community. Are they proud of their winning athletic teams? Do they tout their students’ academic successes? Do they authentically celebrate the diversity within their community? Do they take pride in the physical appearance of their facilities? Are there significant opportunities for community involvement? A good candidate must demonstrate that you resonate with those values and are a good fit.
  8. DON’T CREATE A STERILE IMAGE OF YOURSELF—those responsible for making personnel decisions crave candidates who excite them. They want to like you; trust you; relate to you; be comfortable with you. Therefore, your challenge is to present yourself not only professionally, but socially and emotionally. Authentically reveal yourself to them as a real person.

How you go about presenting yourself during interviews is complex and nuanced. You need strategies as to how to navigate this tricky terrain. It can years of trial and error, resulting in rejections, before you address these and other missteps. I know the terrain. Let me guide you as your coach.