NSBA President: Ethical leadership: Seeking common ground on the high ground

You see, I believe school board members must adhere to a higher standard, one that looks beyond legal obligations and moves into the realm of what we ought or ought not do. This higher standard is difficult to codify because ethical considerations are by their very nature complex -- filled with contradiction and ambiguity.

As a practical matter, it isn’t easy to stand on high ground. After all, education policy is shaped in a political atmosphere rife with pressures from special interest groups.Territorial battles abound, and proposals tend to be introduced by those who stand to gain the most from their implementation.

Bringing even the most carefully prepared proposal to fruition sometimes involves a perilous journey through uncharted terrain.

It seems to me that preparation for this journey needs to include a conscious decision to fashion a system for working through a clearly defined set of ethical criteria.

And this process must somehow allow time for us to step back and view the larger picture through the lens of sound moral principles. Only then does it become possible to identify disparities and inequities, to openly and honestly recognize that which cannot be resolved. It is this kind of reflection that enables those who develop policy to serve as a kind of conscience for the education community.

In this scenario, there is no place for sabotage or subterfuge. The process is free from behind-the-scenes manipulation, free from secret communications aimed at undermining good-faith efforts. And in the end product, there remains no poisonous residue to be rationalized away.

It takes courage to develop and sustain the habits of ethical leadership. But those are the habits that build a climate of trust and allow us as school leaders to convene our communities around issues that affect student achievement -- including those issues that divide us.

One useful guide for education leaders is Finding Common Ground by Charles C. Haynes and Oliver Thomas. In this seminal book on dealing with our deepest differences, the authors lay out seven key strategies for engaging the community in dialogue designed to identify areas of agreement:

• Agree on ground rules for civic discussion.

• Ensure that all stakeholders are represented in the discussion.

• Listen to all sides.

• Work to develop comprehensive policies that conform to legal requirements and reflect community consensus.

• Be proactive in addressing the difficult issues.

• Commit to civil debate in which all parties are treated with respect.

• Follow through with clear information to the entire community.

Ethical leadership in a democratic society is paradoxical and complex. It protects and respects differences, even as it seeks the common good. It abides by the law, even as it strives to establish a higher set of standards. It promotes the public’s right to know, even as it protects privacy rights.