Leading in an Era of Fiscal Uncertainty

Dr. Joseph Scherer, DMC Managing Director, Leads a Discussion

The current economic crisis obviously places great pressure on school districts, but how can we approach this challenge strategically? Ranking management priorities is critical to navigating through these times of crisis. The economic crisis should not alter the fundamental goals of academic achievement and building a strong organization.

At our Superintendents’ Strategy Summit, the DMC discussion framework about management prioritization underpinned the majority of the conference’s sessions and discussions. Participants focused on determining the placement of various strategies within the four quadrants depicted below. What strategies are in essence “the shiny coins” laying on the street that you used to just walk by in better times? In tough economic times, it may be worth stopping to pick up those shiny coins. Which strategies are high value, but hard to implement? How do we start to work on these?

In this “two-by-two” matrix, two axes of differentiation are presented: The vertical axis differentiates between high and low control situations, otherwise called permissions-basis. In other words, is it an easy tactic to pursue or is it difficult? On the horizontal axis, we differentiate between short and long-term issues, which typically equate to low or high value opportunities. Plotting tactics across the four quadrants is an exercise that can yield much insightful discussion.

DMC Senior Advisor Nate Levenson Shares His Insights

The most immediate subjects that superintendents should tackle are “the shiny coins,” in the top left quadrant. These are possibilities overlooked in good times that now appear very attractive. Remember when you used to walk by that dime laying on the street? These days it might be worth picking up. On the longer-term side, superintendents should pursue “first priorities” that are easier to pursue but of high value. A “Phantom Promise” might arise where the lure of high short term fiscal gain is outweighed by the long-term strategic impact to the organization. Issues of “strategic impact” in the lower right quadrant are typically big issues that yield high value but must be broken down into manageable pieces. These issues might feel like unapproachable challenges, but can often be divided into more acceptable subcomponents. Lastly, the bottom left quadrant is labeled “Distractions” because the tactics that fall here typically consume much energy and discussion, but yield little in the way of fiscal or strategic impact to district operations.

A Breakout Group’s Discussion Flipchart

Divided into five groups and asked to assign areas of focus to the prioritization framework, the participating superintendents avowed their commitment to safeguarding academic rigor and cutting as far away from the classroom as possible, but at the same time investigating discrete ways to use people and technology more efficiently and, perhaps, for additional revenue.

For more information on this framework, and more detail on this topic, please contact the District Management Council.