As Newark searches for a new school superintendent, it's imperative to reflect on what qualities a leader will need to remake the state's largest school district into one that educates all children to the highest levels of achievement.

Newark's children deserve a leader whose consistent effort builds momentum over time. It will take much more than charisma, lofty language, and headline making proclamations. It's going to take discipline, hard work, and a commitment to building a high functioning, highly effective management team skilled in putting great ideas into practice.

Newark does not lack for vision. The school district needs someone who can implement and execute the vision.

Giving the enormous challenges that urban schools face in general, and the specific and immediate challenges in Newark, it would be hard to imagine doing again what has already proven to be ineffective. Change of the order of magnitude required calls for a combination of moral courage, persistence over time, understanding how to manage complex systems, the capacity to clearly communicate and hold everyone connected to the education of children accountable for goals, outcomes, and deliverables. In other words, Newark needs an effective executive.

The 40,000 Newark school children and their families deserve some stability too. Whoever takes the reigns in Newark should plan to be here long enough to rise above the "we've seen 'em come and we've seen 'em go" attitude that encourages rank and file to wait out proposed changes, knowing that someone or something else is on its way. At the very least, a significant demonstration of a long term commitment to Newark should be a factor in the decision about who will lead the schools.

Relationships matter in New Jersey and they are particularly important in Newark. Someone who has built a network of people who understand how to get things done, and how to gather accurate information about what is really going on and who is making it happen, would go a long way toward moving quickly in the right direction.

Whether the candidate is certified as a chief school administrator in New Jersey or has come up through the ranks would be at the bottom of my list of qualifications, somewhere below, sharp dresser and Devils fan. I don't mean to suggest that a candidate who is certified and who has come up through the ranks would not be qualified. But just because a candidate is certified or experienced as an educator does not automatically make them qualified to lead a district like Newark. As distinguished Rutgers professor of history, Dr. Clement Price, pointed out, "Lincoln was perhaps our greatest wartime president and he never served a day in the military."

The community should keep its options open and not automatically wall off possibilities. We have seen successful urban superintendents who function as chief executive officers, frequently paired with highly qualified chief academic officers. Perhaps city and state leadership should be looking for two people. With an organization as large as Newark Public Schools, it makes sense to think about shared responsibility and management.

Whoever is selected should be provided with all of the tools and support necessary to succeed. So many factors are now aligned in support of dramatic changes that will have profound implications Newark. It would be a mistake to lose sight of the goal while arguing over process. Though Newark is a state-district and the decision ultimately rests with the governor, it is critical that the entire community have their voices heard regarding such an important decision.

With the future of an entire generation of children at stake, traditional engagement processes may need to be tempered by the urgency and severity of the circumstances and the moral responsibility of those in charge to do what is right.

The writer is the executive director of The Newark Education Trust and the former associate dean of education at Drew University.