Mission & Data’s Anne-Marie Balzano on Leading Change in Independent School Governance
The Spring issue of the NAIS ‘Independent School Magazine’ is out, and it is a valuable resource for everyone involved with independent school governance. As issues facing independent schools become ever more complex, so do the responsibilities and decisions of trustees. Good governance strengthens and sustains a healthy school, but developing these skills requires intentional and consistent support. By regularly engaging in fiduciary and generative thinking, trustees are better equipped to make mission-driven decisions to ensure the current and future health of their school.
Anne-Marie Balzano, Ed.D, developed an insider’s understanding of how to strengthen these critical skills. From her time in the classroom, her tenure as Director of Leadership and Governance at NAIS, to her current work as Mission & Data’s Governance & Strategic Planning Practice Lead, Anne-Marie, has advocated for and provided support to school governance teams. In her article "Making Time for Generative Work Isn't About Time," Anne-Marie shares her experience and perspective about the importance of consistently engaging in generative thinking as part of the practice of good governance. “When trustees hear the term ‘generative thinking’, they often imagine a free-wheeling brainstorming session with little structure or discipline. As a result, generative conversations are often postponed—or treated as optional—rather than recognized as the foundation that informs better strategic and fiduciary decisions.”
The article "Case Study: The Power of a Governance Audit," written by Megan Gray and Andrew Bishop, illustrates the process and outcomes of one school’s examination of its governance practices. After digging into his role as the new Head of School at Davidson Day, Andrew realized that a lack of alignment and fatigue existed among the faculty and leadership of Davidson Day. He came to the conclusion that “Restoring trust and cohesion would require more than surface-level adjustments or programmatic change. It required a hard look at our identity (mission and values), as well as how the school was governed and led.” The school engaged in a mission review in collaboration with Anne-Marie and her Mission & Data colleague, Barbara Rosston. Through their respective roles as Governance & Strategic Planning Practice Lead and Strategic Governance Consultant, they specialize in strengthening independent schools through aligning governance with mission.
It was quickly apparent that a deeper dive into the governance practice at Davidson Day was needed. A governance audit was commissioned, and in doing so, the steps towards long-term success and sustainability were paved. In performing the mission review and governance audit, the “goal was not correction but clarity..,” an idea which guided the team throughout their discussions with trustees and members of leadership positions and into their formation of clear and actionable goals. As blurred roles and structural gaps were identified, solutions were formed with the conditions unique to Davidson Day in mind, while also touching on broader ideas.
As stewards of educational institutions our leaders must model the practice of continuous learning and development. Anne-Marie asserts “When board chairs and heads lead with learning at the center, accountability becomes shared rather than one-sided.” The result? “organizational learning is examining the gap between a school’s aspirations and its lived reality—the space between the real and the ideal”.
Read Anne-Marie’s pieces here: