by Bena Kallick — 2006
Being a superintendent is much like the new technology you purchase—the manual is difficult to read and understand, the help line is difficult to reach, and the consultation charge to learn from experts is costly. It is a job that requires enormous flexibility, attention to multiple perspectives, and an internal set of checks and balances to withstand the pressures of external demands from a public that has, in many ways, been distracted from the real purpose of a public education system.
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