Don’t give in. Instead, take a step back and reflect on your values and purpose for negotiating the agreement. Confer with those individuals who know the confiden- tial nature of the negotiation. Set the work aside for a few days before reengaging. Don’t let the bully win—and don’t become a bully in the process. Instead, remain kind but firm. When it is time to reengage, be ready to tell the story of your organization and the negotiations in a way that allows the data, evidence, and policy to guide the negotiations.


Work as a team aligned with the factual information needed to share your district’s story proactively.


Sometimes, a negotiation becomes disruptive to the point that the nonprofit or government agency calls the media, community members, or other departments within a school district to advocate for a particular posi- tion. Thankfully, that doesn’t happen often; however, when it does, reach out to the communications depart- ment and make sure that they are prepared to field questions. Work as a team aligned with the factual infor- mation needed to share your district’s story proactively. Finally, Tip O’Neill’s catchphrase “all politics is local” still rings true, particularly when negotiating agreements. Connections run deep in public school systems and local governments; you never know whose relative, friend, or neighbor you may be working with, so it’s wise to be professional, courteous, and not disparage others.


Stewardship


At some point, negotiations come to an end. Agree- ments are written. Both parties’ legal counsels review and revise. The boards or city managers sign off, and the agreement formally takes effect. With signatures in place, take a moment to cel-


ebrate. Personally thank those involved in making the agreement happen. It’s a simple way to recognize their


contributions and goes a long way in forging relation- ships that last beyond job titles and the organizations we work in. I have made many lifelong friends that I can lean on when the going gets tough because we’ve done difficult work together. After celebrating, it’s back to work. This phase of the agreement reminds me of gardening. The most beautiful garden is still subject to weeds and insects, temperature fluctuations, and wind; it needs tending. So out there I remain, tending to the agreement by making sure that stipulations are followed, relationships remain collab- orative, and we act as good stewards of our public assets and the communities we serve.


References


Brown, B. C. 2012. Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead. New York: Avery.


Kouzes, J., and B. Posner. 2012. The Leadership Challenge: How To Make Extraordinary Things Happen in Organizations. San Francisco: Jossey-Bass.


Lindblom, C., and E. Woodhouse. 1993. The Policy-making Pro- cess. Englewood Cliffs, NJ: Prentice-Hall.


Schlitz, D. 1976. The Gambler. Sony/ATV Music Publishing. Sung by Kenny Rogers.


Renée Williams is the director of community schools for Boul- der Valley School District in Boulder, Colorado. Email: renee. williams@bvsd.org


INDEX OF ADVERTISERS


American Fidelity ............................ page 29 ASBO AC&E Milwaukee ..................... pages 3, 21  ............. page 1 ASBO District Membership .............  ASBO Learn ..................   ................page 14   ....................... page 26  .................. page 11  ...................... page 37 VIRCO ...................................


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