By Dr. Anna Battle, Deputy Superintendent
Roosevelt School District, AZ
When Women Lead 2025 Session Presenter
Across the country, public education stands at a pivotal moment. In an era when entire departments of education are shuttering, vital funding is under threat, and thousands of support roles have disappeared, communities are questioning whether they can still trust their local schools. At the same time, the professional expertise, ethics, and dedication of educators are increasingly challenged in the public square.
What has driven this crisis of trust? The reasons are complex, but a significant factor is the breakdown of alignment between school governing boards and district leadership. When boards and superintendents fail to share common goals, collaboration gives way to conflict. Too often, critical conversations about how to improve student outcomes are replaced by blame and division leaving students and families caught in the crossfire.
Board members pursue these roles for many reasons. Some genuinely wish to strengthen schools but enter with misconceptions about what needs fixing. Others see a seat on the board as a pathway to higher office, where the political spotlight can overshadow the educational mission. For some superintendents, the position is a call to lead meaningful, measurable growth for every learner. Yet for others, the role can drift toward political maneuvering or maintaining the status quo for self-preservation.
The real challenge and opportunity lies in how both sides choose to lead. Restoring trust requires courage, humility, and a steadfast commitment to listen, learn, and stay focused on students above all else. Governing boards must resist actions that breed further division or erode confidence in public schools. Superintendents must refuse to settle for underperformance or shrink from the hard work of transformative change.
Where trust falters, student outcomes suffer. Where trust is rebuilt, student achievement can thrive. Effective governance means setting clear, shared priorities, establishing goals and guardrails, and holding each other accountable—together. It means seeking out honest conversations, engaging the community as partners, and letting research and data guide decisions rather than personal interests.
If board members and superintendents stand united in their purpose—championing high-quality teaching and learning for every student—schools can deliver the excellence families expect and communities deserve. The path forward is not easy, but the stakes are too high for anything less than collective, courageous leadership.
When boards and superintendents lead as one, students win. And when students win, trust is restored.
