urged that leaders to “shine a light” on the problem and involve the team in their resolution. A clear invitation to help by indicating, “I need your support” or “Why won’t this work?” can help to build an environment of trust. “If the boss admits to hard news and asks for help, maybe I can do the same?”

Lon commented on the importance of the development of trust between the Board of Education and superintendent. If not present, it will not only be damaging to their relationship but also impact the willingness of the team to share the grim facts. He noted the dangers of ego on the part of the leader and the need to remain centered.

Ann added that involving the team in visioning and strategic planning can help capture its support and clarify what is needed to be accomplished and how all have a stake in the organization.

Luis accepted that individuals all naturally have personal agendas and that the role of the leader is to try to discover them and draw them into those of the district. White, Harvey, and Kemper (2007) urge the linking of political agendas. When the leader links his/her goal to someone else’s, support can become a reality.
Lon urged that leaders not be too quick to silence the contrarian in group settings. He practiced giving value to such input so the team members would see that there is at least the willingness to listen to an unpopular position. This can encourage an environment in which negative news and opinions do not result in punishment. Leaders’ questions such as, “Tell me why this won’t work?” and “What do you think?” can add to team knowledge and effective decision making.

Use of Data

Teams on the Way Down	Teams on the Way Up
People assert strong opinions without providing data, evidence, or a solid argument	People bring data, evidence, logic, and solid arguments to the discussion

The panel was unanimous in its support for the increased use of data in today’s school districts and saw no conflict with the use of so-called soft skills. John admitted to learning this the hard way. “How do we know this?” “Who is we?” Such questions encourage a culture in which opinion requires empirical support. Frances added the concept of “Completed Staff Work” in which team