Spring is in the air, and in many parts of the country, thoughts turn to the end of the school year and all of the fun that comes with summer. People get RVs and boats ready, cabins and cottages get reopened and vacation planning starts.

Another important thing that happens in the world of education this time of the year is that people begin to announce their retirements, effective June 30. If you are one of the many people who are retiring this year, congratulations and best wishes! If you are like me, having a few years left to work, then this article could prove helpful to you down the road.

Who’s the boss?
We all answer to someone. At home it is probably our spouse or significant other but at work it is our boss or bosses. Many school districts will see the retirement of superintendents, assistant superintendents or possibly both. This will begin a chain of events in various districts where jobs shuffle until all open positions are filled.

For the transportation director — either contractor or school district — this can begin a series of challenging months. Many districts take their time to fill key administrative positions. Often, there is an interim person appointed to guide the district during the search process. This requires you to learn the expectations of your new boss, not once but twice. Your actions and attitude while your new bosses settle into their new assignments can permanently impact your career.

Often, people working in our industry will view this as a very stressful time. However, this can be an excellent opportunity to brush up on your people skills. You only get a chance to make a first impression once, so this article will provide you with some tips to help you start off on the right foot, instead of shooting yourself in the same foot.

Respect the interview process
In most cases, key school district management or leadership positions will be filled through a lengthy search process in which you may be invited to be part of an interview team. The purpose of the interview team is to obtain input during the hiring process from various stakeholders such as teachers, parents, students, community members or leaders, and staff. These teams serve in an advisory capacity because, in most cases, the board of education makes the official selection and appointment.

Always be professional and polite when participating on interview teams. Keep in mind that each person on your interview team may have a different interest, so questions should focus on the common good of the district. Serving on the interview team is not your chance to “nail” potential candidates with difficult transportation-related questions, such as how aggressive they would be in suspending misbehaving students from the bus or asking them if they would consider building a new bus garage. Remain professional throughout the entire process.

Respect confidentiality rules and only call references if formally requested. Calling friends in other districts to “feel a candidate out” undermines a search process. Also, a person’s lack of success at a neighboring district does not mean they will not be successful at yours. There are many factors that contribute to a person’s success, including employees, funding, board members, parents and community.

Through the interview process, keep in mind that each candidate you meet is your potential boss. Once your team recommends two or three candidates, don’t be surprised if none of them makes the final cut. Remember that there are other teams involved and that the issues of salary, benefits and contract terms remain to be agreed upon; anything can happen through that process.

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Welcome them aboard, quietly
When the official announcement of your new boss’ appointment takes place, keep quiet. If this is the candidate you desired, you might be inclined to cheerlead. On the other hand, if you were not in this person’s corner, do not get drawn into or, even worse, fuel the gossip mill. When asked your opinion, say you are ready and able to work for anybody hired to lead your district or department and recommend that all other employees prepare to do the same.

You should obtain your new boss’ mailing address and send him a congratulatory letter. In the letter, you should briefly tell him about yourself and your department. If your new boss is coming from outside your district or area, offer him a guided tour of your district or service area.

As a transportation director, no person in the district is better suited to give a tour than you, and this provides an excellent opportunity for some one-on-one time with your new boss. Lastly, congratulate him again and tell him that you and your department stand ready to help achieve his goals and initiatives.

Take a few days off
This sounds kind of strange, but, for whatever reason, transportation managers are naturally reluctant to take time off. However, if there ever was a time to go on vacation, this is the time. In most cases, your new boss may not start for 30 to 60 days. When he starts his job, he will be counting on his administrative team to help him hit the ground running during his first few months on the job. Chances are your current boss knows you and your work ethic very well and won’t miss you for a week or so while he is packing. A short vacation ensures you are ready to dig in with your new boss when he starts his job.

Another important point to remember is that if you vacation during your new boss’ first few months, he may seek information about your department from other individuals who may not have a good handle on your day-to-day operations.

Keep the skeletons in the closet
When your new boss starts his new job, give him a chance to settle in. When there is a change in management, you can be sure the various factions will advance their agendas on the new guy. All that was old becomes new again in the form of policies and practices revisited for a new interpretation. Don’t be that type of person. Introduce yourself and make sure your new boss knows you are there if needed. Call yourself his “person on the street” or “search engine” and highlight the fact that the very nature of your job puts you out in the community often and you are ready to assist him from that perspective.

Keep the skeletons in the closet or at least make sure you are not the individual opening the door for them. People will try to dish dirt about each other to the new boss, but this is very risky behavior and a true character flaw. New managers want the chance to meet people with a clean slate and form opinions on their own terms. In most cases, problem employees or people with a poor work ethic have a personnel file that follows them around anyway. Therefore, you do not need to risk damaging your character by spilling the beans. Avoid telling your new boss unflattering information about subordinates or coworkers that he will most likely find out about soon enough on his own. When they do seek input about another employee, provide factual, accurate and pertinent historical data that will help your new boss make the decision.

Always be gracious
There is always the chance you may have been a candidate for the job your new boss gets. This is one of the most difficult things you will face in your career, especially if you have worked hard at your current job for many years. It has been often said that your actions in defeat can prove to people they were either wrong or right to not give you the promotion.

If your new boss comes from the outside, don’t prey on the fact he will have a learning curve during his first few months. If you are working to undermine him, chances are you need to find a new job.

Also, we all have had a new job and can distinctly remember those who helped us, those who didn’t and, worse yet, those who actually tried to hurt us.

People in educational circles talk, especially upper management, and the job that is the right fit for you could be right around the corner. Don’t let your conduct in this situation blow your chances to get the nod for a top job elsewhere.

Michael P. Dallessandro is transportation supervisor at Lake Shore (N.Y.) Central School District and a frequent contributor to SCHOOL BUS FLEET.