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“Education is our only political safety. Outside of this ark, all is deluge.” – Horace Mann
Navigating tight budgets and declining enrollment has always been challenging. Doing so amid increased political acrimony – and reports that the Department of Education will be abolished – requires astute leadership.
As you well know, some now view schools as agents or targets of ideological agendas, rather than as neutral civic organizations that exist to serve the common good. School board meetings have become increasingly politicized, with shouting matches erupting over health and safety protocols, curricular choices and who’s allowed to compete in sports or use a particular restroom.
This increased discord both reflects and feeds public discontent with K-12 education. According to a September 2025 Gallup poll, almost three-quarters (73%) of U.S. adults believe that K-12 schools are heading in the wrong direction. Just 35% of Americans – a record low – are satisfied with the quality of education that K-12 students receive in the U.S. today. More than one-third of U.S. adults (34%) express no to “very little” confidence in public schools.
Unsurprisingly, school professionals are feeling the strain. In 2022, 48% of U.S. principals and 40% of teachers said that “the intrusion of political issues and opinions into their professions was a job-related stressor.” Uncertainty regarding the federal government’s involvement in education adds another layer of complexity – as does the tone and content of educational and societal debates.
“The undercurrent in our time is ambiguity within the context of hate and political divisiveness,” says César Morales, Ed.D., Ventura County Superintendent of Schools. “Political vitriol is dividing communities and friendships.”
Horace Mann’s 19th century notion of education as an arena of political safety may seem quaint today, but it’s worth remembering that past educational leaders steered their schools and communities through times of intense social and political division as well. You already possess many of the skills required to shepherd your school or district through this turbulent time.
Politics Is Part of the Job (and Always Has Been)
At its core, politics is about collective decision-making, resource distribution and governance. School superintendents and business leaders have been dealing with these issues since the advent of public schools – and these issues have always unfolded amid larger societal issues and debates regarding whose needs (and wants) to prioritize.
“Our leaders in school districts deal with small ‘p’ politics every day,” says Sara Pietrowski, CASBO’s chief governmental relations officer.
Additionally, school leaders have always kept an eye on local, state and national politics because school funding is affected by the decisions of voters and legislators. Superintendents and school business officers have also always built and nurtured relationships with key stakeholders and collaborated with community members to find solutions that best address the community’s needs.
“Topics like declining enrollment and school consolidations have always been difficult topics,” says Megan Reilly, chief administrative officer of the Fiscal Crisis and Management Assistance Team (FCMAT) and former CBO of the Santa Clara County Office of Education. “I don’t know that I would view them as politicized. They’ve always been difficult to grapple with because it really comes down to the community and people.”
Maintaining a focus on the needs and desires of your community – and ignoring, to the best of your ability, any political rancor or efforts to define local issues as Red or Blue – can help you navigate the current moment.
“Make sure you stay community-focused and try to tune out any excess noise that is not relevant to your community, ” Pietrowski says.
“I think it’s helpful to remember that California is a local control state. In California, parents and community members have a larger role in determining how money gets spent.”
Reilly echoes the value of local control of funding, noting that it’s easier for locally elected boards and schools to accurately represent a community’s values.
So, while politics (with a capital P) appears to be everywhere these days, the job of school leaders hasn’t changed. As stated by the recently established Collaborative on Political Leadership in the Superintendency (CPLS), “No matter the political landscape … the superintendent’s job is largely about keeping the organization’s focus on children and youth while strategically navigating the interests of adults.”
Center Core Values
Don’t get distracted by divisiveness.
When the political temperature rises, it’s important to orient yourself (and your team) around core values. These can then direct decisions and actions.
“At Los Angeles Unified, our guiding principle is simple yet profound: Every decision must center on what is best for students,” says Alberto M. Carvalho, district superintendent. “District leaders have a responsibility to remain steadfast in institutional values – equity, access and opportunity – even when external pressures, including those from political or federal sources, may run counter to them.”
LAUSD has long affirmed that schools must be safe havens for every child. Centering that core value has led the administration to craft policies which uphold that principle, including the district’s policy to only allow federal immigration enforcement on school campuses if officers possess a valid judicial warrant. The district has also created protocols outlining how staff can protect student privacy and rights.
Carvalho’s advice to other school leaders: “Stay rooted in purpose. When the focus remains on students – on their safety, their learning and their potential – it becomes easier to navigate political headwinds without losing sight of why we serve.”
Communicate Clearly and Often
The COVID-19 pandemic and recent string of natural disasters underscored the value of regular, ongoing communication with members of your community. During times of confusion, clear communication that cuts through the noise and addresses the who, what, when, where, why and how of school operations and district decisions not only dispels rumors but builds trust.
In many cases, descriptive stories can help community members understand the real-world impact of policy decisions better than data-packed charts. As always, though, it’s important to tailor your communications to the needs and preferences of your audience.
The Collaborative on Political Leadership in the Superintendency recommends using unifying language whenever possible – and “avoiding trigger words or phrases that can be easily misinterpreted given the national context.”
Don’t attempt to hide or sugarcoat unpleasant facts. “Our parent and staff communities need understand what’s at stake in this moment,” Morales says. “Administrations and school boards will need to make decisions regarding the prioritization of resources and may need to do eliminate some services or operate some programs differently. All of that is tough enough to execute, but tougher when it’s a surprise.”
Make time for community feedback. It is important to hear community concerns – and to create an environment in which all community members can safely share their perspectives. You can (and should) model and insist upon respectful conversation. Reorienting heated conversations to student needs is one way to turn down the temperature.
In some cases, you may need to find alternate venues to share important information. Community members absolutely deserve information about school and district finances but may not be able to digest that information during a school board meeting that’s already lasted two hours and featured angry comments about library books. Similarly, lengthy school board meetings may not be the best time to share detailed budgetary information with board members either.
“If a school board meeting has already gone on for hours or has been commandeered by something going on locally, I think sometimes the best thing to do is just let that happen,” says Joe Landon, associate superintendent of business at Roseville Joint High School District. Tabling your presentation for another time is preferable to extending the meeting and giving members information they may not have the capacity to handle at that time, he says.
To counteract the sometimes-chaotic nature of board meetings, Landon adopted alternative communication strategies, including one-on-one briefings and detailed weekly written updates, to keep board members informed.
Collaborate Broadly
Education and school business have always been collaborative endeavors. During politically charged times, it may take extra effort to establish and maintain collaborative relationships.
In many communities, for instance, turnover among school boards and staff has been higher than usual. CBOs and superintendents must take the time to get to know new personnel, setting aside any preconceived notions based on political ads or campaigns. One-on-one meetings take time but can help you better understand another’s priorities and point of view – and that understanding can streamline future conversations.
Begin by identifying common ground. Landon suggests focusing on the objective, data-driven aspects of school operations to bridge ideological divides, if necessary.
