This instrumental case study explored how five newly appointed superintendents identified key stakeholders and built trust and social capital with stakeholders in their districts. Stakeholder, trust, and social capital theory were the lenses that guided this study. We utilized a pragmatic research design and thematic data analysis to interpret our findings. Our findings suggested that superintendents identified three primary stakeholder groups (the board of education, the teachers' union, and the PTA). Practical implications pointed to the need to provide coursework and continued professional development that fosters knowledge about bridging, leading reform efforts, and building social capital with stakeholders.