In the two previous articles in this three-part series the author reported on the motivations and damage caused by rogue trustees. The articles are based on a study of 59 community college CEOs from 16 different states. In this final article the author addresses the strategies that presidents and their board chairs have used to curtail the activities and correct the damage of rogue trustees. The strategies range from obvious advice to create policies and involve the rogue trustee in trustee development programs, to more hard-ball strategies that include political pressure and public censure.