Superintendents usually do a fine job of preparing documents for their boards by paying close attention to detail. They are masters of finished staff work. Reports are not only meticulously crafted, they also are transmitted to the board far enough in advance to allow for careful review. However, despite these well-intended efforts, many board members are anything but appreciative. Over time, they have grown restive, frustrated and frequently angry. This can be a dangerous situation for superintendents. The author suggests that cultivating feelings of ownership among school board members is one of the most powerful ways to build a healthy, productive and enduring working relationship with the superintendent's board. Superintendents can turn their board members into owners by involving them creatively and appropriately in actually shaping the most important governing products for them to take action on, such as the annual budget or a policy statement. The author recommends strategic planning retreats as a powerful ownership-building vehicle.