Because of the dramatic changes in the education climate of school districts, the so-called schoolmaster, like the dinosaur, has vanished and the plenipotentiary school administrator, who the public now perceives as the school's chief executive officer (CEO), has emerged. A school administrator is not merely an education leader. Rather, like a corporate CEO, they are expected to produce a superior product; that is, they virtually must guarantee that their students will succeed as outlined by the No Child Left Behind Act (NCLB). At the same time, they must also participate in the school district's many complex and sometimes hierarchical and bureaucratic relationships--upward with superiors in the central office; downward with subordinates; laterally with other school administrators; and externally with parents, community members, and business leaders--each with their own different, perhaps conflicting, expectations of the school administrator. As the school's CEO, they are expected to maneuver through all of these associations successfully while overseeing all other aspects of the school program. As with the corporate CEO, however, they will be held culpable when they are unsuccessful. If an administrator's job is in jeopardy, generally there will be writing on the wall. It may appear in many forms, all of which are recognizable by those who are not too busy to take notice. This paper offers tips for handling these challenges.