By C. Cryss Brunner

1. Know that while collaborative talk about power does not always make the walk, it certainly helps.
   School leaders who can talk about power as a collaborative concept are at least aware that they can be considered powerful even when they shared decisionmaking. For most, in fact, this understanding is enough to make them collaborative leaders.

2. Understand that collaboration is not delegation.
   Principals who are collaborative leaders remain in the discussion. They do not turn decisions over to individuals or groups. Instead, they remain active in the decisionmaking process, giving themselves one vote when the decision is made. This is a difficult thing to do. First, people in the school must know that the principal values their opinion. That leads to the third point.

3. As a principal you must know that everyone in the school is as capable in decisionmaking as you are.
   Knowing that others are capable decisionmakers rests on one important fact: that everyone is informed. This leads to the fourth point.

4. SHARE ALL INFORMATION — communicate with everyone.
   "Knowledge is power." Withholding knowledge is a top-down move. If true collaboration is to occur, everyone must know everything of importance related to decisions being made. For example, gone are the days when budgeting is a hidden process.

5. Include EVERYONE in the decisionmaking process.
   This means invite everyone. Do not select or appoint. Let others decide whether the decision will impact them or not. This sounds extreme, but it is the mentality that is necessary to really be collaborative. Establish formal processes that allow this inclusion.

6. Establish a climate where decisions are not made quickly.
   Collaboration takes time. Important decisions require input, research, and collective thought — this takes time. Make this understanding a priority of the school. Poor decisions cost more time in the long run than collaboration.

7. Expect other opinions.
   Don't be afraid to change your mind. Indeed, don't make up your mind quickly; remain open. Admit you could be wrong. Collaborative leaders must be able to listen authentically. That is, what they hear should impact and even change their thinking. Without this ability, a principal will not be trusted. The collaborative process will be a sham.

C. Cryss Brunner is Codirector of the Joint Center for the Study of the Superintendency and a professor at the University of Wisconsin-Madison. This list was adapted with permission from the American Association of School Administrators, "www.aasa.org/lnLeadership News," June 9, 1999.)