Page 24 - The Edge - Fall 2018

SUMMER CONFERENCE WRAP-UP

BY DON HARRIS
Jeff Gadd Tells How to Be a Top

Notch School Business Official
Jeff Gadd
Drawing on decades of personal experience, Jeff Gadd problem. And prioritize your time. Make a list. Some of the things
provided AASBO members with keen insight and valuable tips that are least important – get them off the list.”
on how to be a better school business official. He definitely recommends planning at least two to four
Gadd, AASBO Director of Professional Development Programs months ahead prior to an issue going before the Governing
and new Interim Chief Financial Officer for Scottsdale Schools, Board.
targeted his advice primarily to supervisors and business Another component of being a successful school business
managers. Gadd, who has served 24 school superintendents official is having a good staff. “You’re only as good as your staff.
during his impressive career, said some of his suggestions are If your staff is not good, eventually that will do you in,” Gadd
basically common sense. “If you follow them, you’ll come out said.
better than if you don’t,” he said. Gadd recommended paying staff salaries that are in the top
His first recommendation during a breakout session one-fourth or one-third for their particular job classification.
at AASBO’s Summer Conference and Expo: “Try to plan Otherwise, good employees will leave and you will have to start
ahead. It helps immensely, not having to rush. That advice over training new people. He also recommended providing the
applies regarding multi-year capital and operational budgets, best benefits possible. “I’m a firm believer that you get what you
procurement and technology. pay for,” he said.
“I spend 30 minutes a day just thinking,” Gadd said. “I close A difficult quality for some leaders is to be able to delegate
the door, if I have one. Think about what is the solution to the authority. “Some things, where appropriate, you should
delegate,” Gadd said. “You can provide help when necessary, but
you don’t need to look over somebody’s shoulder. Don’t ask how
they’re doing every hour. Tell them that they know where you are
It’s all about... if they need you. Don’t micromanage. That’s how I manage. I use
delegation as a learning tool for staff.”
The Students interest in every piece of paper that needs a signature to come
Furthermore, Gadd said, “Empower your staff. I have no

Building Collaboration across my desk.”
One of the most important things on Gadd’s list is
communication. “Staff will respond a whole lot better if they
think you are interested and concerned,” he said. “If you’re in
a supervisory role, I recommend having a meeting with your
administrators about every three to four weeks. And expect your
supervisors or key staff to talk to their staff so everybody feels
part of organization. You need support from everyone.”
If you have to deal with a difficult employee, take a deep
breath and relax a bit before you pick up the phone and make
that call. “Deal with them the best you can,” he said. “In the long
run, you will accomplish more if the person knows you have
concerns about their job performance.”
Still on communication, Gadd said he almost never contacts
a board member unless asked to do so by the superintendent.
“One person should communicate with the board and that’s the
superintendent,” Gadd said. “If you contact a board member,
what will the superintendent think – that you’re going around
him or her?”
It you get a job in a dysfunctional district that is unstable, help
the superintendent, Gadd said. “You shouldn’t ask yourself, what
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Continued on page 25

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24 THE EDGE | FALL 2018