Qualities of a School Head

The biggest influence in any institution is the head of school, or school leader. His or her personality, approach to leadership, values and attitudes about relationships, sense of professionalism, collaboration and style of decision-making work as the backbone of the institution.

a.       Participatory Approach

If a head of school constantly asks, “How can we make this better? How can we be more responsive? How can we anticipate challenges? How can we reinforce all the positive things we do?” he or she is modelling  marketing. Keeping these questions at the forefront of every administrative and faculty discussion helps everyone focus on keeping the mission viable and the school responds to changing needs and shifting perceptions of quality.

There are four statements every leader needs to be able to address repeatedly in a variety of ways until they are embedded in the culture: “Who we are, what we stand for, why it matters, and where we’re headed.” The answers need to be simple enough for everyone to embrace. All administrators and faculty should express and own these statements.

b.       Cooperation

Expect cooperation among all departments that interface with students and their families, including admissions, business, academics and counseling, residential life, athletics and development. Do not overlook the importance of administrative and support staff in marketing because they are often the first contact for prospective and current families, donors and referrers. They must be kept informed and in touch.

c.        Research Base Decision

Base your programs, services, and publications on the research. Recognize that your promotional tools should not be a mirror of administrators’ values; rather, they should reflect what is valued by your constituents in the language of those you seek to serve.

d.       Merit

Hire people with collaborative skills as well as those with the right job experience.

e.        Admissions Professional

The admissions office does much more than represent the school to prospective families. To them, the admissions office is the school. The following tips can help you make a strong positive impression and simultaneously assist your colleagues in other administrative offices and help the faculty succeed.

f.        Manage Expectations

Be specific about what you can and can’t do. Make sure a prospective family’s subjective expectation is aligned with what your program delivers — and what you expect of them. A clear and helpful discussion about expectations builds confidence in the institution. Defining, managing and fulfilling expectations is the best way to develop a positive lifelong relationship with your school. With the input of faculty and other administrative offices, describe as specifically as possible. The more specifically you describe expectations, the more easily families will be able to determine whether your school is appropriate for them.

g.       Philanthropy

Build a culture of philanthropy during the admission process. Admissions directors can do much to increase the awareness of the critical importance of philanthropy. During admission events, interview, tour, and school visit, educate each prospective family about the school’s structure of finance and governance, the importance of annual fund participation and opportunities for volunteerism. Explain specifically how philanthropy supports the mission of your school and, most importantly, the benefits it creates for each student.

h.       Involvement of the entire institution

Involvement of the entire stakeholders in the recruitment of students can be the most beneficial. The impression gleaned from the first visit is the single most influential factor affecting enrollment. The visit needs to be planned and executed to ensure a proper match between the student host and the prospective student, as well as to ensure that a student and family’s interests and concerns are addressed by the appropriate people while they are on campus. Adults on campus, current parents, alumni, students and others who follow up with prospective families should be highly organized, trained and responsive. Events designed to link current and new students and family-to-family pairing programs need similar care and continuing evaluation.

i.         Strong Communication

Stay connected with the business office and other school administrators to ensure a smooth transition for new families into the school. Ensure that the personal, welcoming experience you created in the admissions process is reflected in the follow-up processes of the business office and in the hand off to the head and division directors. The moment an individual commits and signs the contract and the handoff to the business office occurs, the tone of the conversation can quickly do a damaging “180.” Sometimes the business and registrars’ offices can become aggressive to ensure compliance with the contract, receipt of permission forms and other registration information. If the business office and other school offices aren’t working with your admissions office to make each student’s/family’s transition smooth, they may do irreparable harm to your newest constituents’ trust and confidence in the school. Keep each other informed.