Faculty

God’s Messenger for Private Schools: the Admission Office or the Faculty

Admission, Blog, Customer-centric, Faculty, Full-pay Families, Mission / Claude

A teacher, marker in hand, inspired by the divine, is empowering young minds preparing them to go out in the world and do good things. It’s a beautiful image, isn’t it? Now, pan over to the admission office, where they are trying extremely hard to find and recruit enough families who are willing to pay your high tuition, which, by the way, is coming from families discretionary funds. Not quite as celestial, is it? But here’s a thought that might just flip your world upside down: What if the admission office is the real divine messenger? Now, before you accuse me of blasphemy, hear me out. The Parable of the Drowning Man Let me tell you a story. There’s this guy, let’s call him Joe, caught in a flood. The water’s rising, but Joe’s not worried. “God will save me,” he says. A canoe comes by. Joe waves it off. A motorboat arrives. Joe says, “No thanks, God’s got this.” A helicopter drops a ladder. Joe yells, “God will provide!” Spoiler alert: Joe drowns. At the pearly gates, Joe asks God, “Why didn’t you save me?” God sighs, “I sent a canoe, a boat, and a helicopter. What more did you want?” Now, let’s bring this back to our schools. The Divine Inspiration Dilemma Many educators act and perhaps believe they’re divinely inspired. At the least they believe they don’t need parents telling them how to do their business. And who am I to argue? They work miracles with our kids as parents discovered during covid, when they had to teach them. It’s impressive stuff. But here’s the kicker: Schools are closing. The numbers are too high. The largest percentage? Parochial schools. Ouch! So, what gives? Have schools lost their divine mojo? Or are they pulling a Joe, ignoring the lifeboats God’s sending their way? Enter the Admission Office: God’s Undercover Agent? Here’s a radical thought: What if the admission office is God’s way of keeping schools afloat in these turbulent times? Think about it: They bring in the students (and the tuition). They’re the frontline in understanding what parents want. They’re constantly adapting to market changes. Sounds pretty miraculous to me. The Blasphemy of Listening? Now, I can hear the outcry: “But we can’t listen to parents! We’re the experts!” To which I say: Why not both? Remember, those parents you’re dismissing? They’re the ones funding your divine mission. Ignoring them is like telling God, “Thanks for the helicopter, but I’m waiting for somthing else.” The Marketing Miracle Here’s where marketing comes in. It’s not just about flashy brochures and catchy slogans. It’s about: Understanding your market (aka, the parents and students God’s sending your way when you listen to them) Communicating your value (that divine inspiration you’re so proud of) Adapting to changing needs (because even Jesus taught in parables or plain speech, depending on His audience) The Divine Coordination So, here’s the million-dollar question: Can educators’ divine inspiration coexist with the admission office’s market savvy? Absolutely. In fact, it must. Imagine a school where: Teachers are free to inspire Admission officers bring in the right students Parents feel heard and valued The mission thrives That’s not just a school. That’s a miracle. The Final Revelation So, the next time you’re tempted to not advance the work of the admission office, remember Joe. Don’t let your school drown waiting for a sign from above. The canoe is here. The motorboat is waiting. The helicopter is hovering. And that admission officer knocking on your door? They might just be the angel you’ve been praying for. Now, go forth and market. Your mission depends on it.

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The Enrollment Tightrope: Balancing Revenue, Faculty, and Customer Needs

Administrators, Communications, Faculty, Parents, Trustees / Claude

Scenario: You’re an enrollment dean, walking a tightrope. On one side, you’ve got the CFO yelling, “Show me the money!” On the other, there’s the faculty choir singing, “Leave us alone, we’re the experts!” And below? A sea of parents waving their wallets, demanding, “Give us our money’s worth!” Welcome to the enrollment management circus, folks. It’s a three-ring spectacle where you’re constantly juggling the needs of the CFO, the faculty, and the customers. And let me tell you, dropping any of these balls isn’t an option. But here’s the kicker: This isn’t really a three-way challenge. It’s a coordination problem. And if you’re not careful, it’ll turn into a full-blown crisis faster than you can say “tuition increase.” Let’s break it down: The CFO’s Dilemma: Numbers, Numbers, Numbers The CFO is like a hungry beast that needs to be fed with cold, hard cash. They’re not interested in your sob stories about market saturation or customer satisfaction. They want one thing: balanced books. But here’s where it gets tricky. If the CFO isn’t considering the quality of the program or the size of the full-pay market, they’re setting you up for failure. It’s like asking you to fill an Olympic-sized pool with a teacup. The solution? Get the CFO to look beyond the spreadsheets. They need to understand that investing in program quality and admission support is like planting seeds for a money tree. It might cost more upfront, but the payoff? Oh, it’s worth it. The Parent Paradox: Experts in Their Own Minds Parents are a funny breed. They’ve raised a whopping 2.5 kids on average, and suddenly they’re educational experts. They want the best for their kids, sure, but they also think they know what that “best” looks like. Here’s the rub: These parents are your golden geese. They’re willing to shell out big bucks for education, but they also want a say in what that education looks like. Ignore them at your peril. The fix? Communication, communication, communication. Explain your program like you’re talking to a five-year-old (because in educational terms, that’s what these parents are). Show them why your way works, and counsel out the ones who still don’t get it. Remember, it’s easier to find a new customer than to satisfy an impossible one. The Faculty Fortress: Flexibility vs. Autonomy Ah, the faculty. Bless their hearts. They’re on a mission from God to educate young minds, and they don’t want any mere mortals (read: parents or administrators) interfering. But here’s the truth bomb: Flexibility isn’t a four-letter word. The faculty needs to understand that bending a little won’t break them. In fact, it might just save their jobs. The answer? Find the sweet spot between flexibility and autonomy. Encourage the faculty to be more accommodating to full-pay customers’ needs, as long as it doesn’t derail the school’s mission. After all, those “absorbent” tuitions are paying their salaries. The Grand Finale: Coordination is Key Here’s the secret sauce: Coordination. It’s not enough to juggle these three groups. You need to get them dancing to the same tune. And that, my friends, is where the enrollment office comes in. But here’s the catch: You can’t do it alone. You need the head of school in your corner, championing this coordinated effort. Without that support, you’re just spinning plates and hoping they don’t crash. So, what’s the takeaway? Stop seeing this as a three-way challenge. Start seeing it as a coordination opportunity. Get the senior team to manage these groups strategically, not informally. Because if you don’t, you’ll find yourself watching full-pay families walk out the door faster than you can say “budget deficit.” Remember, in the enrollment game, you’re not just filling seats. You’re orchestrating a delicate balance between financial needs, educational excellence, and customer satisfaction. It’s a high-wire act, sure, but with the right coordination, you can turn it into a standing ovation. Now, go out there and start coordinating. Your budget (and your sanity) will thank you.

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The Mission Statement Mystery: Why Your Team is Lost in the Dark

Administrators, Blog, Faculty, Mission, Parents, Values / Claude

Imagine this scene: You’re standing in front of your school staff, brimming with enthusiasm. “Who can tell me our mission statement?” you ask, expecting a chorus of confident voices. Instead, you’re met with awkward silence, shuffling feet, and averted gazes. Sound familiar? You’re not alone. The Mission Impossible: A Puzzling Predicament Here’s a head-scratcher for you: Why do employees who casually toss around terms like “mission-appropriate students” and “mission-based programs” break into a cold sweat when asked to recite the actual mission statement? It’s like having a state-of-the-art GPS but not knowing how to turn it on. Frustrating, right? So, what’s going on here? Let’s dive into this mystery and uncover some surprising culprits. Suspect #1: The Breadcrumb Syndrome Picture this: You’re served a succulent lobster, but it’s drowning in a sea of breadcrumbs. That’s what many mission statements look like. The real meat—why your school exists—is hidden under a mountain of “how we do it” crumbs. Is it any wonder your team can’t find the main course? Quick Fix: Serve the lobster, hold the breadcrumbs. Strip your mission statement down to its essence. What’s the juicy bit that explains why you exist? Suspect #2: The Scavenger Hunt Dilemma Remember those childhood scavenger hunts where clues were scattered all over the neighborhood? Fun for kids, not so much for busy professionals. Yet, that’s how some schools treat their mission. A bit in the philosophy statement, a dash in the core values, add how to cover the bases, and a sprinkle in multiple mission focuses. Is it any surprise your employees are lost? Quick Fix: Create a treasure map, not a scavenger hunt. Organize your mission-related info clearly. Make finding the mission as easy as X marks the spot. Suspect #3: The Leadership Vacuum Brace yourself. This one might sting a bit. If your team doesn’t know the mission, it might be because you haven’t made it a priority. Ouch, right? But here’s the thing—if you’re not leading the mission charge, who will? Quick Fix: Be the mission champion. As a leader, make knowing the mission non-negotiable. And psst… make sure you know it too! From Mission Impossible to Mission Accomplished Now that we’ve identified our suspects, how do we turn this ship around? Let’s break it down: Ban the “general sense” cop-out: A vague idea of the mission is like a foggy GPS—you might end up somewhere, but probably not where you intended. Insist on precision. Turn up the volume: Blast that mission statement everywhere. Staff meetings, emails, even bathroom stalls if you have to! Make it impossible to ignore. Play “Mission Impossible”: Regularly challenge your team to recite the mission. Make it fun, make it engaging, but most importantly, make it stick. Connect the dots: Help your team see how their daily grind ties into the big picture. It’s like showing them their piece of the puzzle. Suddenly, their work has more meaning. Celebrate the mission masters: Shine a spotlight on those who live and breathe your mission. Nothing motivates like a pat on the back, right? The Million-Dollar Question Here’s something to ponder: If your team can’t articulate why your school exists, how can they help it thrive? Your mission statement isn’t just a bunch of fancy words to impress the board. It’s your school’s North Star. It’s the reason you open your doors every morning. So, isn’t it time you and your team started following it? Remember, a clear mission isn’t just about words on a plaque. It’s about creating a shared purpose, a common goal that everyone—from the principal to the janitor—can rally behind. Are you ready to solve the mission statement mystery in your school? The game is afoot!

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The Role of Three Admission Committees in Enrollment Management

Admission, Blog, Enrollment Management, Faculty, School-centric / Claude

Admission committees play a pivotal role in shaping the student body of an educational institution. Each committee serves a unique function, ensuring that the school meets its enrollment management objectives while maintaining its mission and values. Here, we explore three essential committees: the General Admission Committee, the “Risk Committee,” and the “Heads Admission Review Team.” Understanding the purpose and considerations for each group is crucial for anyone involved in the admissions process. 1. The General Admission Committee Purpose: The General Admission Committee is the backbone of the admission process. Its primary function is to rate and evaluate students based on a predefined set of criteria. These criteria typically include academic performance, extracurricular involvement, personal essays, and recommendations. The committee ensures that the applicants are aligned with the school’s academic standards and community values. Composition: This committee usually consists of admission personnel, division heads, and faculty members. In some cases, specialists such as learning specialists or counselors are included to provide additional insights into specific applicants. Considerations: While this committee focuses on objective ratings, it may also consider compositional needs such as diversity in race, gender, or socio-economic background. Adjustments to ratings may occur to ensure that the student body reflects the school’s commitment to inclusivity. It’s important that the committee members are trained to recognize and mitigate biases during the evaluation process to maintain fairness and objectivity. 2. The “Risk Committee” Purpose: The “Risk Committee” is tasked with evaluating students who may be marginally acceptable based on traditional criteria and present certain risks or challenges. These risks could be academic, behavioral, or related to social-emotional development. The committee’s role is to determine whether the school has the resources and capacity to support these students effectively. When students are sent to the risk committee, it is because there is something about their application that is of interest to the school – VIP, full-pay family, alumni, athlete, or whatever else is of utmost importance Composition: This committee often includes specialists such as learning specialists, social-emotional counselors or psychologists, reading specialists, division heads, department chairs, and sometimes medical professionals. Their expertise allows the committee to make informed decisions about the potential challenges and needs of the students under consideration. Some schools may use a different committee when it comes to evaluating employees’ children, due to the sensitive nature of managing this group. Considerations: The “Risk Committee” must balance the desire to provide opportunities to a diverse range of students with the practical limitations of the school’s resources. When admitting students who may require additional support, the committee should ensure that there is a robust plan in place to address their needs. This might involve coordinating with various departments to ensure the student receives adequate support and monitoring throughout their time at the school. The Risk Committee makes a decision about accepting or not accepting. 3. The “Heads Admission Review Team” Purpose: The “Heads Admission Review Team” is responsible for making decisions about applicants who require special consideration due to their relationship with the school or their status in the broader community. This might include children of employees, siblings of current students, alumni children, or influential and affluent individuals. Composition: This team typically includes the Head of School, the dean of enrollment, the director of advancement, the director of alumni relations, and division heads. The inclusion of these senior members ensures that decisions are made with a full understanding of the school’s strategic goals and long-term relationships. Considerations: Special consideration by this committee may involve a more personalized approach to the admission process, such as a direct call to the family after acceptance or a reevaluation of an initial admission decision. This could involve over turning the initial decision of either the General Committee or the Risk Committee. Conclusion Each of these committees plays a vital role in ensuring that the admissions process is thorough, fair, and aligned with the school’s goals. By understanding the distinct functions and considerations of each group, admission professionals can work more effectively to build a student body that not only meets academic standards but also enriches the school community in meaningful ways.

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Action Plan for Setting Up a Reception Event at a Current Parent’s Home

Advertising, Blog, Communications, Customer-centric, Faculty, Parents, Recruitment / Claude

Objective: This action plan is designed to assist enrollment management professionals in organizing a successful reception event at a current parent’s home. This event aims to engage prospective families, provide them with valuable insights into the school, and create a personal connection that supports enrollment goals. Pros: Authentic Testimonials: Current parents can provide genuine and relatable insights into their experiences with the school, making a powerful impact on prospective families. Personalized Engagement: Hosting the event in a parent’s home creates a warm and intimate setting that encourages open communication and personal connections. Cost-Effective: Utilizing a parent’s home can reduce venue costs, allowing more budget allocation for other aspects of the event, such as catering or promotional materials. High Credibility: When current parents, who have a vested interest in the school, advocate for it, their endorsement carries more weight and can be highly persuasive to potential families. Cons: Potential Bias: Prospective families might perceive the host’s views as biased or overly positive, possibly leading to unrealistic expectations about the school. Limited Reach: The number of attendees may be restricted by the size of the host’s home, potentially limiting the event’s impact. Varied Representation: The experience and views of a single family may not fully represent the diversity and breadth of the school community, leading to a skewed perception. Privacy Concerns: Inviting prospective families into a private home might raise concerns about privacy and safety, both for the host family and the guests Step 1: Identify Target Locations Demographic Analysis: Start by conducting a demographic analysis to identify regions with a high concentration of potential families that match the school’s ideal student profile. Use data such as income levels, educational background, and family size to determine the most promising areas. School Affiliation: Consider areas where current parents and alumni reside, as their proximity to the event location can enhance attendance and engagement. Step 2: Determine Schedule, Date, and Time Coordination with Division Heads and Head of School: Schedule a meeting with division heads and the head of school to determine the best date and time for the event. Consider school calendars, local events, and holidays to avoid conflicts. Convenient Timing: Choose a time that is convenient for both current and prospective parents, typically an evening or weekend event. Step 3: Select Special Presentation Content Development: Collaborate with division heads and the head of school to create a special presentation tailored to the audience. This could include highlights of the school’s achievements, student testimonials, or a showcase of the school’s unique programs. Engaging Format: Ensure the presentation is engaging, visually appealing, and concise to maintain the attention of prospective families. Step 4: Identify and Confirm Hosts Host Selection: Identify potential hosts from the current parent community who are well-respected, enthusiastic about the school, and have a suitable home for hosting the event. Get approval from division heads to ensure alignment with the school’s image and goals. Contact and Invitation: Reach out to the prospective host to discuss the event details and formally invite them to participate. Provide them with a clear understanding of their role and the event’s objectives. Step 5: Involve Parent Volunteers Recommendations: Seek recommendations from division heads on which families would make excellent parent volunteers for the event. Volunteers can assist with logistics, greet guests, and share their positive experiences with the school. Step 6: Determine Invitation List Division Counts:Work with division heads to determine the number of invitations to be sent out for each division. Notification: Notify division heads of the final invitation counts to ensure they are informed and can support follow-up efforts. Step 7: Organize Event Logistics Flower and Food Arrangements: Coordinate with the host to arrange for catering and decorations. Ensure the selections reflect the school’s brand and create a welcoming atmosphere. Invitation Production: Design and produce the invitations, ensuring they are professional, informative, and visually appealing. Include all necessary details such as date, time, location, and RSVP instructions. Include pictures of your current students who live in the area. Invitation Distribution: Send out the invitations well in advance to allow families time to plan. Use both physical and digital invitations to maximize reach. Step 8: Manage RSVP and Communication RSVP Tracking: Maintain an up-to-date RSVP list, noting any special accommodations or preferences. Update the host, division heads, admission staff, and head of school on the expected number of attendees. Event Reminders: Send reminder emails or messages to confirmed guests a few days before the event to ensure high attendance. Step 9: Event Set-Up and Execution Event Materials: Gather all necessary admission materials, brochures, and school swag to distribute at the event. Ensure the presentation is ready to go and that all technology is tested in advance. Assignments: Create a round-robin grid to ensure all staff, hosts, and volunteers know their responsibilities and can rotate through different roles during the event. Name Tags: Prepare name tags for all attendees, including students and their grades, to facilitate introductions and networking. Final Preparations: Ensure the set-up is complete at least an hour before the event starts. This includes arranging seating, setting up the presentation area, and preparing food and beverages. Step 10: Post-Event Follow-Up Thank You Notes: Send personalized thank you notes to the host, parent volunteers, and any other key contributors to express appreciation for their support. Event Debrief: Hold a debrief meeting with division heads and admission staff to review the event’s success, discuss any challenges, and identify improvements for future events. Statistic Report: Compile a report on the event’s impact, including attendance numbers, follow-up actions, and any immediate enrollment interest generated. By following this action plan, enrollment management professionals can create a well-organized, impactful event that fosters strong connections between prospective families and the school community.

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The Secret Weapon in Your School’s Arsenal: Teachers Who Magnetize Full-Pay Families

Administrators, Blog, Communications, Enrollment Management, Faculty, Recruitment / Claude

You’re sitting in your office, surrounded by glossy brochures, state-of-the-art facilities, and a marketing budget that would make most small businesses weep. Yet, you’re still struggling to attract those elusive full-pay families. What if I told you that your secret weapon isn’t in your marketing department at all? It’s in your classrooms. The $100,000 Tuition Teacher Let’s cut to the chase. There are teachers out there who could sell an independent school education at $100,000 a pop. No, I’m not hallucinating. I’ve seen them in action. But what makes these educational unicorns so special? Buckle up, because I’m about to spill the beans. The Lower School Magic Makers Remember your favorite teacher from elementary school? The one who made you feel like you could conquer the world armed with nothing but a pencil and a dream? That’s who we’re talking about here. These lower school wizards have a few tricks up their sleeves: They’re mind readers (sort of): They understand each student’s needs like they have a direct line to their brains. They’re results machines: Using a cocktail of strategies, they produce results so clear you could bottle and sell them. They’re communication ninjas: Parents are never left in the dark, wondering what’s happening in the classroom. They’re talent spotters: They see the gift in every child, and parents know it. They’re always there: Like a superhero, but with more colorful sweaters and less spandex. They’re trust magnets: Both students and parents can’t help but trust them. Names like Mrs. Roullach, Mrs. Yeargin, Mrs. Ryan might not mean anything to you, but to the parents who’ve experienced their magic, like I did, believe they’re worth their weight in gold. The High School Game Changers Now, let’s talk about the big leagues. High school teachers who can charm full-pay families have their own special sauce: They’re subject evangelists: Their passion for their subject is so contagious, it should come with a health warning. They’re mental gymnasts: They stretch students’ thinking like it’s made of rubber. They’re evaluation experts: They can assess a student or an entire class with the precision of a Swiss watch. They’re teenage whisperers: They actually believe in teenagers (I know, shocking, right?). They’re optimism machines: In parent-teacher conferences, the glass isn’t just half full – it’s overflowing. Mrs. Whiting, Mr. Griffin, Mrs. Jenkins – these aren’t just names. They’re brands. Brands that parents trust with their children’s futures. The Million-Dollar Question Now, here’s where it gets interesting. What if you could fill your school with these educational rock stars? I’ll tell you what would happen: You could charge $100,000 in tuition (okay, maybe not for lower school, unless you’re operating in a particularly affluent alternate reality). Donations would flow like water in a rainforest. Your school’s brand would shine brighter than a supernova, even if you were located in the middle of the Sahara. The Bottom Line Here’s the kicker, folks. Your best marketing tool isn’t a slick ad campaign or a flashy website. It’s the passionate, dedicated teachers who transform lives every day in your classrooms. So, next time you’re scratching your head over how to attract those full-pay families, remember this: Invest in finding and nurturing these educational superstars. Because when you have teachers who can sell a $100,000 education, your job in enrollment management just got a whole lot easier. Now, if you’ll excuse me, I need to thank a teacher.

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Full-pay Families: How to Communicate Their Importance to Employees

Admission, Blog, Communications, Faculty / Claude

As enrollment management professionals and marketing experts, one of the critical conversations you must navigate is about full-pay families. These families are not just another segment of your market; they are pivotal to the financial health and overall success of your institution. Let’s delve into why this group is essential and how to effectively communicate their importance to employees, senior leadership, and trustees. The Core of the Conversation: Why Full-Pay Families Matter When addressing your school’s employees and trustees, it’s vital to highlight why full-pay families are integral. These families significantly contribute to the quality of your programs, the student body, and, crucially, the financial stability of your institution. Without their full-pay tuition, their donations, and their affluence, school will be hard strapped to achieve their missions. Here’s how to frame your discussions: Set the Stage with Leadership: Secure time with your head of school to present to faculty, staff, and administrators. Use this platform to underscore the significance of full-pay families. Explain how their contributions are directly linked to the quality and continuity of school programs and salaries. Illustrate Financial Impacts: Partner with your chief financial officer to create compelling visual aids. These should compare scenarios with robust full-pay enrollment against those without. Highlight the tangible effects on programming and staff compensation. Forecast Tuition Trends: Present a projected tuition increase over the next decade. Most employees may not fully grasp the future financial landscape, and a bit of “sticker shock” can be a powerful motivator. This helps them empathize with the challenges faced in attracting full-pay families. Share the Hard Numbers: Be transparent with enrollment data. For instance, if you need to fill 35 full-pay spaces and have 75 applicants, make it clear that not all applicants are full-pay. Emphasize the gap and the difficulty in meeting enrollment goals with qualified full-pay students. Focus Trustees on Full-Pay Metrics: When engaging with trustees, keep their attention on the full-pay figures. If they get too fixated on overall numbers, they might overlook the specific challenges you face. Make sure they understand the necessity of targeted marketing initiatives. Address Misconceptions: Trustees often perceive enrollment issues as purely sales problems. Show them your strategic approach and how it aligns with attracting full-pay families. Demonstrate your understanding of the market and your comprehensive plan to reach your targets. Present a Financially Driven Plan: Have a well-thought-out plan ready. Show how additional funding can enhance recruitment efforts and what specific steps you would take with more resources. This preparation can significantly boost their confidence in your strategy. Highlight Consumer Satisfaction Data: Use data from full-pay families to showcase satisfaction levels. This keeps the focus on your primary target group and reinforces the importance of their continued support. Maintain Regular Updates: Don’t let this be a one-time conversation. Schedule periodic updates to share progress, address challenges, and highlight success stories of full-pay students. Continuous communication fosters a deeper understanding and ongoing support. Changing the Culture Remember, full-pay families are the lifeblood of most private schools. Their support is crucial in achieving your mission and maintaining the financial health necessary to sustain your institution. By strategically communicating their importance, you can align your school community towards a common goal—ensuring the long-term success and stability of your school.

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Full-pay Families: How to Communicate Their Importance to Employees

Blog, Faculty, Full-pay Families, Marketing / Claude

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The FAC Framework: Lessons Learned from My Journey in Enrollment Management

Administrators, Blog, Customer-centric, Enrollment Manaagement, FAC, Faculty, Full-pay Families / Claude

As I reflect on my 34-year journey in enrollment management, I find myself looking back at the lessons learned and the strategies that have made the most difference. One framework that has particularly resonated with me over the years is what I call the FAC Framework: Focus, Accountability, and Conflict. These three elements have been pivotal in navigating the complex world of independent schools, and today, I want to share how these concepts can transform your approach to enrollment and marketing. Finding Your North Star: The Power of Focus Early in my career, I encountered schools that struggled with a lack of Focus. I remember one school where the mission statement was proudly displayed on the wall, but it seemed more like a decorative relic than a guiding force. The faculty were passionate, but their efforts were scattered. It was a bit like a boat with a crew that was rowing in different directions—lots of energy but no real progress. From my experiences, I learned that Focus is about more than just having a mission statement. It’s about aligning every action and resource towards common goals. When I worked with schools that embraced a strong, shared vision, the results spoke for themselves. For instance, at one institution where we really zeroed in on our core mission, we saw a dramatic increase in student satisfaction and enrollment. Everyone was pulling in the same direction, and it made all the difference. My advice for you is to establish a clear, shared vision for your school. Ensure that the board, the head of school, and the entire team are not just aware of the mission but are actively working to support it. This alignment creates a sense of purpose that resonates with prospective families and builds a strong foundation for your school’s success. Keeping the Promise: The Role of Accountability Accountability was a lesson that took me a while to truly grasp. I recall a time when I assumed that if we had a great program, families would automatically see its value. But I learned that this assumption was flawed. Parents need tangible evidence that their investment is worth it. They are not just buying a product; they are investing in their child’s future. I remember one instance where we gathered detailed feedback from alumni and their families about the long-term impacts of our programs. The data revealed areas for improvement that we hadn’t seen before. We used this information to refine our programs, and this transparency with our community built trust and demonstrated that we were committed to continuous improvement. To be more accountable, you need to be proactive about measuring and communicating your effectiveness. Don’t wait for problems to emerge—regularly collect data, evaluate your programs, and be open about your findings. This approach not only helps you improve but also reassures families that you are committed to delivering on your promises. Turning Challenges into Opportunities: Embracing Conflict Conflict was another concept that I had to learn through experience. At first, I saw conflict as something to be avoided. But over time, I discovered that conflict, when managed well, can be a powerful force for positive change. One of my most memorable experiences was working through a major disagreement among the leadership team about the direction of our marketing strategy. Instead of letting the conflict divide us, we used it as an opportunity to refine our approach. We had open discussions, aired our concerns, and ultimately found a path forward that was better than any of our initial plans. Conflict, I learned, is a natural byproduct of Focus and Accountability. It can be uncomfortable, but it also opens up avenues for improvement and innovation. Embrace conflict as a tool for growth. Encourage open dialogue, listen to different perspectives, and use these discussions to drive your school’s mission forward. Integrating FAC into Your School’s Strategy As I prepare for my next chapter in consulting, I look back at these lessons from my time in enrollment management. The FAC Framework—Focus, Accountability, and Conflict—has been a guiding force in my career. It’s not just a set of principles but a practical roadmap for creating a thriving, resilient educational environment. So, as you embark on your own journey in enrollment management, I encourage you to reflect on these concepts. Create a shared vision that everyone can rally around. Be diligent about measuring and communicating your effectiveness. And don’t shy away from conflict—instead, use it as a chance to challenge and improve. By embracing the FAC Framework, you’ll not only navigate the complexities of independent school management but also position your school for long-term success. This is the kind of wisdom that has shaped my career, and I hope it helps you as you forge your own path in this rewarding field.

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Excellent Education: Why Don’t Schools Prove It?

Blog, Customer-centric, Faculty, Marketing / Claude

Imagine you’re shopping for a luxury car. You wouldn’t just take the dealer’s word for it—you’d want to test drive it, see the features, and understand why it’s worth the price tag. Full-pay families looking at private schools are no different. They expect tangible proof that the tuition they’re paying is justified. Yet, many educators resist this notion. In one of my previous roles, I proposed that we invite prospective parents into classrooms to see our teachers in action. I thought it would be a fantastic way to showcase our excellence. However, one high school teacher wasn’t having it. She snapped, “I didn’t take this job to teach parents. What we do here is good, and I don’t want it out there for our competition to see. Is this what your marketing is all about?” Her reaction was a wake-up call. It highlighted a significant disconnect: some faculty members don’t see the need to prove the value of their work to paying customers. They believe their excellence should be self-evident and that requiring proof diminishes their professional integrity. The “Inspired by God” Syndrome I call this the “Inspired by God” syndrome. Educators afflicted with it operate under the belief that their passion and dedication should be enough for everyone to see their value. When enrollment is strong, this belief is reinforced. But when schools struggle to fill seats, this mindset can be detrimental. Schools need to ask themselves: is there another way to look at this? Faculty members often view full-pay families as entitled and out of touch with the realities of education. This perspective doesn’t motivate teachers to go the extra mile, even though they need the revenue these families bring in. Leaders need to bridge this gap, helping teachers understand why these families are “picky” and that their pickiness is driven by the very real need to make an informed choice. The Emotional Investment in the Educational Program To many educators, the school’s educational program is like their child. They’re protective and resistant to any evaluation or critique. They expect parents to trust in the program’s value without question. While this protective instinct is admirable, it’s unrealistic when asking families to make significant financial commitments without concrete evidence. When requesting faculty to demonstrate their program’s value, it’s crucial to approach them with sensitivity. Understand that you’re asking them to showcase their child to an audience they may not relate to socially or economically. Schools can maintain their mission and still meet the needs of full-pay families; be market sensitives. Ignoring the necessity to prove value might eventually jeopardize the school’s mission. Moving Forward with Faculty Support Depending on your school’s culture and the importance of the full-pay market to your financial health, you may need to tread carefully in getting faculty buy-in. However, without their support in providing evidence of the program’s value, schools risk failing to attract the necessary student body to fulfill their mission. Convincing faculty to support marketing efforts doesn’t mean compromising educational values. It’s about understanding that, in today’s market, providing tangible proof of excellence is essential. Just like you wouldn’t buy a house without a thorough inspection, parents won’t invest in education without seeing clear evidence of its worth.

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Excellent Education: Why Don’t Schools Prove It?

EM:for Schools

ENROLLMENT MANAGEMENT FOR SCHOOLS