The complex nature of a school district demands a unique relationship between the superintendent and the board president. Forging a positive relationship requires a special kind of navigational skill. The author draws lessons for doing so from David Hargreaves' classic 1975 book "Interpersonal Relations and Education". The author outlines some tools and insights that a superintendent can use to create a foundation for a resonating relationship that will benefit the mission, the school, the students and the superintendent. Three laws based on Hargreaves' classic book that can help superintendents enter their relationship with the board on solid ground and with a distinct advantage are presented.