Remember when your mother saw a mess in the kitchen or bathroom, and shouted out those words?
Or a neighbor who flung open their front door and screamed those words to the kids playing baseball in the street after the ball sailed through his window?
Then everyone ran away. Perhaps that’s why some folks are so adverse to taking responsibility.
In business today, there’s no title of “Responsible Person.” It used to be an item on resumes…until the resume gurus advised to use “action” verbs, rather than “passive” ones. “Increased revenues by three percent” or “Grew income by $40,000” began to be used instead of “Responsible for increasing revenues.”
And that’s when someone is seeking a job.
That leads to the question, “Who currently has this job at your school?”
In business today, that person is called a “Champion.” That is, an owner, for either a process or a product.
Growing enrollment is a process; developing more relationships with individuals and businesses that support your school is a process; and deepening that engagement to the point that the connection is an emotional one is a process.
Why it is important? Because when the relationship becomes a deep emotional one, that’s when commitment happens. The commitment on the part of a parent to enroll their child in your school, or the commitment of an individual or a business to make a monetary contribution to your school.
In business, that’s called “sales.” Both processes are driven by effective marketing. What do you think would happen to businesses today if they eliminated their sales and marketing departments. Do you think they would eventually go out of business?
If you answered “Yes,” now consider who “owns the responsibility” of sales and marketing for your school? Do you even a have a person that does that? Or it is just a part of someone’s job description? But if they have so many other things to do and hats to wear that such responsibility is lessened by the other deadlines, requirements, projects and situations that need to be met, adhered to, facilitated and dealt with, then how effective can that person be at a task which is essential to growing your school?
If those responsibilities are handled by the leader of the school, perhaps the leader of the school is also the first in line to be called if a teacher calls in sick. That’s another responsibility that has moved up on the priority list. Further, consider all those things on the above list are usually things that happen “inside” the school. Building relationships with alumni, businesses, community members, donors and “enrollees” (parents that are seeking to enroll children in your school) are all constructs which engage people who are “outside” of your school. They need to be engaged where they are if you want them to eventually come to you.
As you put together your budget for the coming school year, add two extra positions – a lead teacher, and an advancement director. Then, if you need to make cuts, the compromise would be to eliminate one of those positions and fill the other. If you keep the advancement director, then the principal could still fill-in when a teacher calls in sick; if you keep the lead teacher, then the principal can divert more of the day-to-day operational aspects of leadership to that person, who could also act as a fill-in when a teacher calls in sick. This allows the principal to get out into the community and build those relationships that need to deepen to grow the school.