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Making Your College Placement List Shine Without 25% Attending Ivy League Schools

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Individual Listening Listen Actively: As you listen, pay attention to how Sarah, the Dean of Enrollment, proposes a shift in presenting college placement data. Sarah advocates for moving beyond listing college names to crafting detailed profiles that tell each graduate’s unique story. Notice Marcus’s insights as Director of College Counseling, especially his initial concerns about resource requirements and maintaining current alumni connections. Reflect: Consider how your school currently represents college placement success. Does it resemble the list format Sarah critiques, or does it include narrative elements? Reflect on how Marcus’s and Dr. Elizabeth Chen’s discussions on challenges and solutions could apply to your school. Take notes on any initial ideas inspired by their approach to storytelling. Group Discussion Set the Stage: Begin with a recap of the podcast’s main theme—Sarah’s proposal to enhance the college placement list by highlighting individual student journeys, such as Alex Martinez’s passion for marine biology leading him to the University of Miami, or Sara Chen’s success in creative writing at Hamilton College. Role-Specific Discussion Prompts: Admission & Marketing Professionals: Reflect on how narrative profiles, like those of Alex and Sara, could strengthen your marketing materials. How might these types of stories attract prospective families by showcasing the diverse paths students take after leaving your school? Heads of School: Discuss how this narrative-based approach aligns with your school’s mission. Dr. Chen was particularly focused on ensuring the new approach authentically reflects school values—how might you echo her concerns for alignment within your own role? Division Heads & Faculty: Marcus highlighted challenges like alumni tracking and narrative consistency. How could faculty and division heads contribute to collecting meaningful student stories throughout their school journey? What insights from your current students could shape compelling alumni stories? Trustees: Dr. Chen also raised questions about resource allocation. Trustees should consider how this storytelling approach supports long-term vision and connects with community stakeholders. How can the school allocate resources effectively to make this change sustainable? Identify Potential Challenges: Like Marcus and Sarah, identify any potential obstacles your team might face, such as alumni permissions, resource allocation, or crafting authentic stories. Think about how Marcus suggested partnering with the advancement office for alumni tracking. Could this type of collaboration help overcome challenges in your school? Solutions & Next Steps: Sarah and Marcus planned to start with a pilot program featuring ten recent graduates, a suggestion supported by Dr. Chen. Discuss how a similar pilot might work for your school. Determine which departments (e.g., admissions, college counseling, advancement) could take part, and outline responsibilities to ensure collaborative effort. Application Create an Action Plan: Define specific actions for each role to support a narrative-based college placement system. Admissions might start drafting profiles or identifying potential student stories, while faculty can document key student achievements or milestones that reflect each student’s journey, as Sarah suggested. Role-Specific Assignments: Admissions & Marketing: Draft sample profiles based on Sarah’s idea of capturing students’ unique paths and align the stories with marketing goals. Faculty: Develop a process to capture student journeys. For example, identify critical milestones in programs, similar to how Alex’s journey in marine biology began in Sarah’s school’s science program. Trustees: Assess the resources available and determine funding possibilities for sustaining alumni tracking and story development, echoing Dr. Chen’s resource-focused concerns. Pilot Review: Schedule a timeline for reviewing the pilot program’s progress, just as Sarah, Marcus, and Dr. Chen set a three-month check-in. Discuss whether initial outcomes reflect the intended impact and evaluate any challenges encountered. Feedback Individual Reflection: Each participant should reflect on how this new storytelling method impacts their role. Consider whether it helps prospective families better understand the school’s value and whether any adjustments are needed for better implementation. Group Debrief: Reconvene for a group debrief, discussing what worked well and what could improve. Reflect on how the pilot helped or challenged the team’s understanding of college placement success. Use feedback to refine your storytelling approach and decide on the program’s future.

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Surveying Your Marketing Segments: Get Started Now!

Blog, CRM_Database, Customer-centric, Data Driven, Marketing, Uncategorized, Values / Claude

Have you ever felt like you’re shooting in the dark when it comes to marketing your school? I know I have. But here’s the thing: you don’t need a massive budget or a crisis to start gathering valuable data. Let me share with you some strategies I’ve developed over the years that have helped me fine-tune our enrollment efforts without breaking the bank. The Five Groups You Can’t Afford to Ignore In my experience, there are five key groups that hold the secrets to your school’s marketing success. Let’s dive into each one: 1. Current and Past Consumers: Your Hidden Goldmine These folks have been through your halls, experienced your curriculum, and interacted with your faculty. Their perceptions? Pure gold. Here’s what I do: Create a simple survey focusing on three critical areas: faculty quality, student body, and curriculum. Add the big question, “How likely are you going to recommend us to others?” Gauge their willingness to help in the recruitment process. (You’d be surprised how many are eager to help!) Remember, their words can make or break your reputation. Use them wisely. 2. School Employees: Your Frontline Ambassadors Your employees spend more time at the school than anyone else. They see the good, the bad, and the areas ripe for improvement. My approach: Avoid direct questions about faculty and programs. It’s too close to home. Instead, focus on informal conversations. I often spend my lunch hours just listening and observing. Why? Because what they say about the school can be incredibly powerful – for better or worse. 3. The Observers: Your External Validators These are the organizations and vendors who interact with your school regularly. Feeder schools are a perfect example. My secret weapon: I call my largest feeder schools after their students visit us. It allows me to make quick adjustments and shows them I care about their students’ experiences. This simple act builds strong relationships and keeps you in the loop. 4. The Competition: Your Benchmark Understanding your competitors is crucial. But how do you do it without crossing ethical lines? My tactics: Ask visiting students about their experiences at other schools. Listen carefully to parents who are willing to share information. Analyze competitor acceptances to understand their patterns for offering admission. It’s all about careful listening and observation. 5. The Ones That Got Away: Your Reality Check This group includes those who didn’t accept your offer or didn’t return. They’re your early warning system for potential weaknesses. What I do: Provide written surveys for both groups. Ask not-accepting full-pay families to compare aspects of our program with their chosen school. Their feedback can be a wake-up call or a reassurance that you’re on the right track. The Continuous Feedback Loop Don’t wait for big moments to gather data. I’m constantly collecting information: At the inquiry point: “How did you hear about us?” During open houses: Quick surveys As part of the application process: Embedded feedback forms Start small, but start now. You’ll quickly see the value and naturally expand your efforts.

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Does Your Head Understand the Most Important Part of Enrollment Management Success?

Administrators, Blog, Enrollment Manaagement, Uncategorized / Claude

Picture this: you own a sleek car, the kind that turns heads on the highway. You decide to take it on a cross-country adventure, covering hundreds of miles, relishing every moment. The car, dependable and efficient, gives you 25 miles per gallon, effortlessly cruising along. But then, disaster strikes. After 3,000 miles, the engine starts smoking. Panic sets in as you pull over, worried it might explode. A tow truck whisks your prized possession to the nearest mechanic. The mechanic inspects it and asks, “When was the last time you put oil in the car?” You’re stunned. Oil? “I didn’t know I needed to do that,” you reply. Now, let’s translate this into the world of enrollment management. Most schools get that the admissions office is the engine driving new students into the community. But here’s the kicker—just like a car needs oil, enrollment management needs more than just the admissions office. The educators, through their delivery of a high-quality educational program, play a pivotal role. Heads of school often recognize the importance of educational quality. After all, that’s the school’s product. But do they grasp its crucial role in enrollment success? You might be thinking, “My head of school totally gets it.” Well, here’s a challenge for you—dig into your strategic or marketing plan. Look for any mention of how the quality of the educational program and customer satisfaction are essential to enrollment success. Chances are, you’ll find sections devoted to admissions activities, communication strategies, and maybe some nods to the advancement team’s efforts. But where’s the acknowledgment of the educational program’s responsibility to ensure that families want to come to your school? This disconnect can be frustrating for enrollment management professionals. Seeing the link between enrollment success and educational quality in black and white is crucial. Yet, sometimes directors of marketing and communications or deans of enrollment may miss this point too. They’re usually fixated on the tangible outputs of their campaigns—digital and print media, snazzy brochures, catchy slogans or in the case of enrollment managers, unfocused strategies. A robust marketing plan, however, should integrate maintaining a top-notch educational program as a core element. Who is responsible for measuring the success in the minds of the families? The head of enrollment needs to champion this cause relentlessly. They must remind the head of school, every step of the way, about the symbiotic relationship between the educational program and enrollment success. Without this understanding, the burden of enrollment management falls disproportionately on the admissions office. And while the admissions team can be stellar, their success is inherently linked to the strength of the educational program and customer satisfaction. That makes the co-champion, in my opinion, the head of school. Bridging the Gap: What to Do When the Head Isn’t On Board So, what if your head of school just doesn’t get it? Start with storytelling. Share anecdotes that illustrate the direct impact of the educational program on student and parent satisfaction. Highlight success stories where a robust program led to a surge in interest in a particular program – the acapella group, an athletic team, or model united nation. Use data to back your narrative—show trends, graphs, and figures that correlate program quality with enrollment numbers. I regularly survey families about their admission experience. I ask questions like: How was the interview process? Did you get the attention you needed to learn about the program? Did a faculty member or coach connect with you? Was the website helpful? Because we are consumer-centric, we get great results. I keep this information handy because when enrollment numbers decline or yield is lower, all eyes turn to the admissions team as the potential source of the problem. Having this data helps demonstrate to the board and the head that the admissions process is effective, thus preventing undue scrutiny on the admissions department. Then, I ask the leadership the question, “What are our current families saying about our program.” I also ask the question, when the survey is done, “What have we done to improve ourselves based on the information discovered.” Most of these surveys seem to get filed away or superficially addressed. Finally, advocate for a strategic plan overhaul. Ensure that the quality of the educational program is prominently featured as a critical component of the enrollment strategy. This isn’t about adding more to anyone’s plate; it’s about aligning efforts to achieve the best outcomes. Remember, a car needs both a well-tuned engine and the right oil to run smoothly across those thousands of miles. Similarly, successful enrollment management hinges on both the admissions office’s efforts and the excellence of the educational program. Get these in sync, and you’ll have a school that not only attracts students but retains them through exceptional educational experiences.

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School Evaluation Survey for Gender Equity

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School Evaluation Survey for Gender Equity Read More »

90 Private Schools Closing, Permanently: Who’s Next? (List Only)

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Strategic Enrollment Plan: Are You Gaining Control Over Your Candidate Pool?

Blog, Enrollment Management High Level, Marketing, Recruitment, Retention, Uncategorized / Claude

Imagine you’re running a marathon. You wouldn’t just show up on race day without any preparation, right? Similarly, gaining control over your school’s candidate pool requires planned, consistent, and sustained effort. It’s about crafting a strategic enrollment management plan. Yet, can a school meet its enrollment targets without one? Absolutely! Some schools rely on what I call the “serendipity enrollment management plan.” The Serendipity Enrollment Management Plan: They Need Us Serendipity happens when a combination of a dense population of age-appropriate students, many full-pay customers, brand position compared to other schools, or poor public school options leads to successful enrollment outcomes. There is probably a good educational product too. These schools may not need to advertise as much, adjust their programs to the needs of the customer, pay attention to pricing, renew their marketing materials regularly, or even hold customer-centric events to attract families. Do these schools understand why they are so fortunate to have such a strong enrollment position? The Reactive Approach: A Costly Gamble Most schools operate on what I call “reactive enrollment management planning.” They respond to problems as they arise. If there’s a clear concern, they might allocate additional resources for marketing or recruiting initiatives. When it gets really bad, they call someone like me in to help them recruit more full-pay families. I rhetorically ask my clients, “Why did it take 5 years for you to notice that your net tuition revenue was shrinking each year?” They are more than likely failing to recognize the root issues—quality of teachers, curriculum excitement, inadequate customer relationships, and inadequate facilities, usually compared to the public school options. Take, for instance, a school with a 20% attrition rate. (I know one of these schools.) Every year, this school sets a budget that includes enrolling additional students after the school year starts. Addressing the attrition problem directly through a retention program, which includes data collection, would save valuable resources. Reactive planning, while sometimes necessary, is far more costly in the long run. Building a Strategic Enrollment Management Plan Whether you’re currently thriving or struggling in the admissions process, now is the time to develop a strategic enrollment management plan. Here are some steps to get you started: Define Your Objectives: What is the demographic make-up you seek? Your enrollment management objectives should align with the optimal student body you envision. For instance, you might need specific types of students in different divisions—athletes in the upper school, charismatic children in the lower school, or affluent families to support your capital campaign. Identify and Attract Your Target Students: Establish marketing strategies that appeal to your desired student body. Schools often bristle at the idea of focusing on full-pay families. However, most of a school’s revenue is generated from this group. If you were trying to build a strong basketball team, would you just focus on bodies or would you focus on students who possess the skills you’re seeking? If you need revenue, you need to focus on full-pay families. Involve the Entire School: Every aspect of school life affects enrollment, from the appearance of the campus to conversations with the business office to the quality of the educational program. Everyone must contribute to the strategic plan. If the head of school isn’t leading this charge, doesn’t understand how to lead it, or doesn’t listen to the voice of the admission people, it’s probably not going to work. Evaluate Your Plan: Set up a system to measure the effectiveness of your enrollment management objectives. Regular evaluations will help you make necessary adjustments. Focus on Retention: Treat each year’s enrollment as starting from zero. A strong retention plan is essential and should involve every department, not just the admission office. It actually annoys me when the admission office is responsible for monitoring retention. The accountability should lie with the people responsible for the quality of the program. If the admission office oversees the quality of the program, then it makes sense. A strategic enrollment management plan is your key to success. It helps you allocate resources more effectively, orchestrate your student body better, improve brand recognition, and respond to marketing conditions proactively. Best of all, it puts you in better control of your candidate pool, turning potential crises into opportunities for growth. So, don’t wait for enrollment issues to force your hand. Embrace a strategic approach, involve your entire team, and take control of your school’s future.

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This Doesn’t Work: “I’m Calling to See If You Have Any Questions”

Blog, Customer-centric, Recruitment, Uncategorized / Claude

Most schools should be in the business of chasing prospective families. At NMH, we used Unbounded360 to identify them early in the Admission Funnel, then the chase began. The hardest part of training someone to make those calls is to stop using the opening line, “I’m calling to see if you have any questions.” The primary goal is to engage prospective families effectively, ensuring they feel understood, valued, and eager to discover more about your school community. While this statement may seem polite and open-ended, it lacks the strategic intent and personalization necessary to foster connections. Frankly, it doesn’t encourage that busy customer to stay on the line with you. The Problem with “I’m Calling to See If You Have Any Questions” Lack of Personalization: When reaching out to prospective families, personalization is key. The phrase “I’m calling to see if you have any questions” comes across as generic and impersonal. It does not demonstrate that you have taken the time to understand their specific interests, concerns, or needs that you should have gleaned from their inquiry form. Families are looking for a school that sees them as unique individuals, not just another name on a list. Passive Approach: This phrase adopts a passive stance, placing the onus on the prospective family to drive the conversation. Many families may not know what questions to ask or might be hesitant to voice their concerns. Plus, they are busy, and wasting time is not on their agenda. It is the admission counselor’s responsibility to guide the conversation, proactively addressing the family’s potential concerns and highlighting the school’s unique value propositions. Missed Opportunity for Engagement: Calling to “see if you have any questions” often results in a one-sided interaction where the prospective family may respond with a simple “No, not at the moment.” This closes the door in your face. Instead, focusing on interactive and insightful conversations can help build rapport and trust. Effective Alternatives for Engaging Conversations To foster stronger connections with prospective families and enhance their perception of your school, consider the following alternatives: Understanding the Customer: What information do you have about them? What did you learn from the inquiry form? Did the parents or student complete a statement? Did you or someone else interview the family, and do you have notes? What are their pain points or reasons for not going back to their local public school? Tailored Questions: Ask questions that reflect an understanding of the family’s needs and concerns. For example, “I know you mentioned earlier that you’re looking for a strong arts program. Could you tell me more about what you’re hoping to find in an arts curriculum?” If it’s a public school family, “Why are you thinking about leaving your public school option?” This invites the family to share their expectations and opens the door for you to address them directly. Sharing Success Stories: People connect with stories, so share success stories of current or former students whose experiences relate to their situation. “I have a story to share with you that reminds me of your situation. Do you have time to hear it?” Almost everyone is going to say “yes.” People love stories. Proactive Insights: Share specific insights about your school that align with the family’s interests. For example, “I wanted to share how our advanced STEM program seems to align well with your child’s passion for science and technology.” This approach shows that you have done your homework and are genuinely interested in their child’s education. Highlighting Unique Features: Use the conversation as an opportunity to highlight what sets your school apart. For instance, “I wanted to discuss our unique approach to personalized learning and how it can benefit your child.” This not only informs but also excites prospective families about the possibilities at your school. Offering Valuable Information: Provide valuable information that can help families in their decision-making process. For example, “I wanted to send you our latest guide on preparing for the transition to a new school, which includes tips from our experienced faculty and current parents.” In the competitive landscape of private school enrollment, every interaction with a prospective family counts. By moving beyond the generic “I’m calling to see if you have any questions” and adopting a more proactive, personalized, and engaging approach, you can significantly enhance your school’s appeal and build stronger, more meaningful connections with prospective families. Remember, it’s not just about answering questions; it’s about creating a lasting impression and demonstrating the unique value your school offers.

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Why Competing with Public Schools is Easier than Competing with Walmart

Blog, Marketing, Recruitment, Uncategorized / Claude

According to the National Center for Education Statistics (NCES), in the fall of 2021, approximately 4.7 million students were enrolled in private K-12 schools, representing about 9% of the total student population in both public and private schools. In comparison, public schools enrolled around 48 million students during the same period (NCES). This data shows a stable trend in private school enrollment over the past decade, with some fluctuation caused by the pandemic. When it comes to private schools, the bulk of your competition comes from public schools. But here’s the kicker: competing against public schools is much easier than going head-to-head with giants like Walmart. We are lucky! The Advantage of Limited Expansion Think of Walmart as a snowball rolling downhill, continuously growing and drawing in more customers. Its capacity to expand is almost limitless, often taking customers from competitors like Target, Home Depot, or Krogers. On the other hand, public schools don’t grow as readily. Even the best public schools are likely to pack more students into existing spaces rather than expand significantly. Funding constraints, especially for programs that don’t boost state-wide exam scores, further limit their ability to grow. The largest branded private school competitors in your market don’t have the Walmart mindset either. They limit their numbers. They are unlikely to double their enrollment over the next five years or move up more than 1-3% in any given year. That gives you an opportunity. You just have to understand who the true competition is. To compete effectively, you, as the underdog, need to understand what you are up against. Focused Marketing: Know who you are competing with. You aren’t competing with the school that 75% of the time wins in the overlap. That’s no competition. You have two targets: the private schools you can beat 45-60% of the time and the public schools. Understand the Customer: What are the needs of the families who are weighing private and public schools as an option? Remember every year, you have an opportunity to change their choice. How do you help them understand what they are missing out on? Highlighting Individual Attention and Unique Opportunities: Against the public schools, at the least, you are going to outline the individual attention and, in many cases, the opportunities that enable students to reach their potential. Against both the private and the public school, you are highlighting your uniqueness. How do your offerings solve the educational problem of the customer? In the realm of private K-12 education, understanding your competition and leveraging your unique strengths is crucial. Public schools, while numerous, are constrained in their growth. For the private school market, remember, it’s not about competing with every school out there—it’s about identifying where you can win and doubling down on those areas. In this strategic battle, your greatest asset is your ability to provide a tailored, high-quality educational experience that public schools simply cannot match. Against the private schools, it’s all about your differentiation. Stay focused on the right targets and feel lucky that the board expectations around your enrollment isn’t the Walmart model.

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Reflecting on 34 Years in Enrollment Management: The Five Pillars

Blog, Customer-centric, Five Pillars, Marketing, Recruitment, Uncategorized / Claude

After a fulfilling 34-year journey in the field of enrollment management, culminating in my role as the Dean of Enrollment at Northfield Mount Hermon School, I am excited to announce my retirement. It has been an incredible experience, one that has shaped me both personally and professionally. As I step away from my current role, I am eager to embark on a new adventure: consulting with Enrollment Management for Schools (www.emforschools.com). Throughout my career, I have had the privilege of working with countless dedicated professionals and witnessing firsthand the evolving landscape of education. As I transition into this new chapter, I am committed to continuing my work in this field, helping schools navigate the complexities of enrollment management and fulfill their mission In my years of experience, I have experimented with a number of models for enrollment management professionals. In 2010, based on the work of Sean D’Souza, I developed and taught a model that I believe can greatly benefit schools striving for excellence in enrollment management. Known as the Five Pillars, this framework encapsulates the core principles that have guided my work and can serve as a roadmap for schools aiming to enhance their marketing and recruiting strategies. While some of you are familiar with these concepts and have taken the course that I offered with AISAP, I hope this article serves as both a reminder and a resource for those who are new to it. Customer-Centric Approach: Understanding the specific challenges, needs, and problems faced by potential customers—students and their families—is the first step toward creating a successful enrollment strategy. This approach doesn’t fit into our mindsets. We take the school-centric approach, a “build and they shall come” or “take it or leave it” methodology. Demonstrate Expertise: Schools must show they are the best choice not just by saying it but by proving it through examples of excellence. Outstanding teaching, unique programs, and exceptional results are all part of demonstrating expertise. The goal is to start solving potential students’ educational problems even before they enroll. Solving the Customer’s Problem: Identifying why a family might consider leaving a free public school for a private option is essential. Schools must demonstrate that they can meet specific educational needs, showing that they provide a solution that aligns with what the family is looking for. Justifying the Cost: Proving that the education and benefits provided by the school are worth the tuition cost is vital. Beyond showcasing success stories like college placements, schools should collect various forms of evidence to highlight their value in meeting educational goals. Creating Disciples: Turning satisfied parents and students into advocates for the school is the final pillar. When people strongly believe in the value of the education they’ve received, they are likely to share their positive experiences with others, effectively promoting the school. Your brand will be secured. Schools who invoke the Five Pillars strategy in their marketing and recruitment efforts will find themselves formidable against the competition. Furthermore, a school who incorporates the Pillar mindset within their program to support current students and families needs will be almost invincible. Looking Ahead: Continuing the Journey as a Consultant While I am retiring from my role at Northfield Mount Hermon, I am not stepping away from the field entirely. Through Enrollment Management for Schools, I will be available for consulting, eager to share my knowledge and experience with schools seeking to improve their enrollment strategies. I look forward to this new chapter and the opportunities it brings to continue making a positive impact on the field of education. Thank you to all my colleagues, students, and their families who have been part of this incredible journey. I am excited about the future and the chance to support schools in their pursuit of excellence in enrollment management.

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The Power of Storytelling in Communicating Your School’s Brand and Benefits

Blog, Customer-centric, Marketing, Retention, Uncategorized / Claude

Imagine a family walking through our school’s doors for the first time. Their eyes are full of curiosity, their minds buzzing with questions, and their hearts hoping they can find the perfect place for their child. How do we ensure that our message cuts through the noise and resonates deeply with them? Let’s explore how we can craft compelling messages and communicate the true value of your school to prospective families. The Power of a Compelling Message When you think about communication, you need to think about storytelling. Every family that walks through your door is on a journey, and they’re looking for a guide. Your job is to tell them a story where their child is the hero and your school is the magical place that helps them achieve greatness. Crafting the Message: Start with a Hook: Begin with something that grabs attention. Maybe it’s a success story about a student who thrived at your school or an exciting new program that sets you apart. Focus on Benefits, Not Features: Parents care about how your school will benefit their child. Instead of listing facilities, talk about how those facilities enhance learning and personal growth. Use Testimonials: Nothing is more powerful than hearing from other parents or students. Share testimonials that highlight the experiences and successes of current students and families. Imagine this: “At [Your School], we believe in nurturing each child’s unique potential. Just ask Sarah, a third-grader who discovered her love for science in our state-of-the-art lab. Today, she dreams of becoming an astronaut.” The Hero’s Journey: Making the Child the Star Every story needs a hero, and in your narrative, that hero is the child. Parents want to envision their child thriving, growing, and succeeding. Your storytelling should make it easy for them to see their child as the central character in an inspiring tale. Example: “Meet Jake, a shy kindergartener who joined our school last year. With the support of our dedicated teachers, Jake discovered his love for art. Today, he’s not only confident but also the youngest winner of the regional art competition.” Creating an Emotional Connection Facts tell, but stories sell. A well-told story taps into emotions, making the listener feel a connection with your school. When families feel this emotional connection, they’re more likely to choose your school over others. Example: “When Emma’s family moved to our town, she was anxious about starting a new school. But from the moment she walked into her first-grade classroom, she was welcomed with open arms. Our buddy system paired her with Olivia, a friendly classmate who showed her the ropes. Now, Emma and Olivia are inseparable, and Emma’s parents are thrilled with how quickly she adapted and flourished.” Highlighting Unique Programs Through Stories Your school’s unique programs are a significant selling point, but simply listing them isn’t enough. Weave them into stories that showcase their impact on students’ lives. Example: “Our innovative STEM program isn’t just about learning; it’s about doing. Take our seventh-grader, Liam, who used our 3D printers to create a prosthetic hand for his science fair project. His project didn’t just win the top prize; it changed the life of a local child who received the prosthetic. This hands-on experience ignited Liam’s passion for engineering, and he now dreams of attending MIT.” Using Testimonials to Strengthen Your Story Testimonials from current students and parents are powerful because they provide real-world validation of your school’s benefits. They add authenticity to your narrative and build trust with prospective families. Example: “Jessica, a parent of two students at our school, shared, ‘I was initially worried about how my kids would adjust to a new environment. But the teachers and staff were incredibly supportive. My son, who was previously struggling with math, is now excelling thanks to the personalized attention he receives. My daughter loves the after-school programs, especially the robotics club. We couldn’t be happier with our decision.’” The Importance of Personalization Personalized stories resonate more deeply because they show that you understand and care about individual experiences. Tailor your stories to address the specific interests and concerns of the families you are communicating with. Example: “During your visit, we noticed that your daughter, Lily, showed a keen interest in our music room. Did you know that our music program has helped many students find their passion? Take Sam, for instance. He joined our school with a love for music but no formal training. Today, he plays in the state youth orchestra and credits his success to the nurturing environment and excellent instruction he received here.” Try to Avoid This Approach It’s crucial to ensure that our administrators can effectively communicate our school’s story. I’ve encountered instances where administrators, despite being knowledgeable about our program, struggled to convey the essence of what we offer. For example, after one event, a senior leader sought feedback on their presentation. I advised them to incorporate storytelling to highlight the benefits of our teaching methods. However, they couldn’t make this shift. After another attempt, I had to remove them from the spotlight, with the head of school supporting my decision. Facts alone are not memorable and can come across as dull. Instead, storytelling is essential to engage and inspire our audience, making our message impactful and memorable. Conclusion: Transforming Information into Inspiration Storytelling transforms information into inspiration. It’s not just about telling families what your school offers but showing them the impact those offerings have on real students’ lives. By crafting compelling narratives, making children the heroes, creating emotional connections, and using testimonials, you can communicate the true value of your school in a way that resonates deeply with prospective families. Imagine this: A family leaves your school tour not just informed but inspired. They can see their child thriving in your environment, growing with each unique opportunity your school offers. That’s the power of storytelling. Use it wisely, and watch as your enrollment numbers grow and your school community thrives.

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