In the world of independent schools, clear communication isn’t just beneficial — it’s pivotal. The pitfalls of misinterpretations, ambiguous roles and inconsistent messages can profoundly inhibit a school’s growth on all fronts.
Schools, like all organisations, face challenges in achieving effective communication. And it’s holding them back.
Given how integral communication is to human behaviour, many people assume they’re proficient at it, yet communicating effectively is a persistent challenge in most schools. Communication is not a secondary concern for school Heads.
In the Stanford Social Innovation Review, Andrew Sherry from the Knight Foundation says, “Communications is no longer an appendage to the work, but an integral part. In the information age, it’s a big part of how social change happens.”[i] In the same journal, Sean Gibbons, Executive Director of The Communications Network, emphasised the same point, “If you want your ideas to take hold and win, you need to communicate and communicate well. It’s not an option anymore — it’s a necessity.”[ii]
Building on these ideas, robust external communication (marketing) is rooted in first having strong internal communication practices.
The significance for schools
When imageseven is engaged by a school Head to work with them on brand or strategic initiatives, we often see communication gaps. Many of these are unintentional and specific to the school. Some are overlooked by leaders or even seen as the price of operations. However, these issues are seldom recognised as barriers that hinder clear messaging, and they are often attributed to a lack of perspective, motivation, capability or strategic direction. They might indicate deeper underlying challenges tied to internal communication within the organisational culture. These gaps pave the way for misunderstanding and message confusion and dilution.
For a school to truly excel, its leadership must champion a culture valuing transparency and open dialogue. This culture fosters active team participation, aligning them with the school’s vision and objectives. Challenges arise when top-down decisions lack clarity and context, leaving teams confused about their rationale.
American professor and author, Brené Brown cracks this open in her book, Dare to Lead, by introducing the notion of “painting done”. Leaders, she suggests, should clarify what constitutes completion of a task, its significance and engage team members in dialogue, encouraging them to seek further clarification and provide input.[iii]
Drawing from her research, Brown lists several cultural challenges that leaders globally identified as potential impediments:
- Avoiding difficult discussions.
- Excessive time spent addressing undesirable behaviours.
- Absence of emotional connection and understanding.
- Suppressing innovative risks and pioneering concepts.
- Overemphasis on past failures.
- Assigning blame over fostering accountability and growth.
- Avoiding diversity discussions due to apprehensions.
- Employing ineffective problem-solving techniques.
- Vague organisational values that defy measurement.
- A penchant for perfectionism and associated anxieties.
These challenges are complex; however, the essence lies in relentless pursuit of improvement, both individually and collectively. Your school’s success hinges on it.
So, before diving into marketing strategies and execution, prioritising healthy interpersonal communication within your team is essential. This ensures both your team and your school are on the path to success. Both branding and marketing hinge on effective communication. If there’s a communication breakdown within your school, even the best branding efforts won’t rescue you.
A way forward for schools
Effective leadership, especially in schools, is undoubtedly challenging. But the absence of robust communication magnifies these challenges. For schools, communication underpins the culture, and together with the school’s objectives, these form the two primary pillars of brand representation.
Here are seven strategies tailored for schools to enhance their communication:
- Foster genuine relationships: Ensure that all staff members, from teachers to administrative personnel, feel recognised and valued.
- Promote transparency: Clearly outline roles, responsibilities and the rationale behind decisions.
- Establish codes of conduct: Co-create a set of guiding principles and behaviours that foster a sense of belonging and safety.
- Cultivate trust: Empower staff members by entrusting them with responsibilities, fostering innovation.
- Encourage all voices: Make it a priority to hear from everyone in the school, ensuring inclusivity.
- Adopt a coaching approach: Facilitate open conversations, guide rather than dictate and help staff members navigate challenges.
- Clarify decision-making processes: Clearly communicate expectations, allowing staff to align their actions accordingly.
For school Heads, prioritising these strategies can result in a transformative shift in internal culture. Strong internal communication can significantly bolster your school’s brand, making it more appealing to both current and prospective parents.
For schools aiming to elevate their brand and enhance their stakeholder relations, focusing on internal communication is not just beneficial, it’s essential.
[i] Sherry, A. (2015) The New Communications Imperative. Stanford Social Innovation Review. doi.org/10.48558/AP59-7J79
[ii] Gibbons, S. (2016) The Case for Communications. Stanford Social Innovation Review. doi.org/10.48558/R8ZV-9414
[iii] Brown, B. (2018) Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. London, England: Vermilion.
