Sherburne-Earlville Central School District, a rural conservative White community in upstate New York, in its search for a new superintendent, found an educational leader quite different from its traditional social profile--a Black woman from New York City. The school board had the vision to establish a process that focused on what was important. Once priorities were clearly understood, other issues were not discussed. The board knew what it wanted and was open to all eligible candidates, not just those presented by agencies. This booklet describes how the board led the community in welcoming the new superintendent with a social and professional transition that did not disturb positive feelings in and about the school system. The board planned for the new superintendent to be able to shape her staff before her contract actually began, and the outgoing superintendent invited her participation in district business. The board and the superintendent kept district business open, invited community participation, and responded to community concerns. Broad staff participation in the search process insured support for the new leader. The school board hired Dr. Mary Cannie because she was well qualified, sincere, and energetic. She chose the district because it was sound, supportive, and poised for new ideas. The Sherburne-Earlville Central School District is better now because a healthy school community was eager to grow, the Board of Education operated from a base of clear priorities without regard for irrelevant issues, and Dr. Cannie was willing to make an extraordinary contribution to her new environment. Includes the district's mission statements from 1989-91, and a vision statement from 1992. (TD)