Since one of my strengths (according to a great book called \u201cTeach With Your Strengths\u201d) is \u201cLearner,\u201d I’m continuing the tradition I began in 2007 and share, in the last Marketing Matter of the year, what I\u2019ve learned this year.<\/p>\n
Since one of my mantras is “3 Leads to 4 Leads to 5,” I’ll offer 5 items since we need to hold 5 ideas in mind constantly at the same time. Steven Jobs said most people can only hold 3 things in mind at the same time, and some people can hold as many as 4. But 5 is the number that we all must aspire to if we really want to think systemically rather than linearly to have a profound effect on what we do.<\/p>\n
The first was learning to watch for trends – not necessarily “the numbers.”\u00a0 We can fret over the fact that only 20 students have been enrolled in Kindergarten, when there were 24 the previous year, but if we do that, then we’re only looking at the short-term issues.\u00a0 And isn’t that just like the difference between fundraising and development?\u00a0 Fundraising sends the message that “we need money now.”\u00a0 Development sends the message that “we need to develop relationships which will turn into significant support in the years to come.\u00a0 I know what you’re saying – your board wants to see results NOW!\u00a0 That’s true – but just keep this in mind: if the decisions they approve aren’t the right ones, and drive the school to closure, will they be negatively affected financially?\u00a0 Probably not, since they’re volunteers.\u00a0 However, your teachers may never forgive them.<\/p>\n
The second deals with one of those trends – “Surprise and delight.”\u00a0 While your school’s parent community has expectations of excellent academics, a safe and caring environment, and a focus on formation in the faith, it’s those wonderful non-expected things which surprise and delight them that will maintain the positive word of month your school needs to thrive.<\/p>\n
Third, we need to be open to shift our thinking – from process to systemic.\u00a0 In fact, I like the way the British pronounce “process” rather than the way we Americans do.\u00a0 The common pronunciation is “praw-cess,” whereas the British pronunciation is “proh-cess.”\u00a0 The long “0” vowel sound connotes a forward movement – as if the accent is on the second syllable (“proh-CESS)\u00a0 , rather than needing to “process” information.\u00a0 When we talk about “process thinking,” most people think of an “if\/then” paradigm.\u00a0 It’s easier to think this way, since it requires a “plan” of action.\u00a0 \u00a0The problem with the plan is that it usually falls apart once the first obstacle is encountered, because people don’t plan for contingencies to continue to strive for the goal.\u00a0 Systems thinking is more “machine” than plan, since it realizes the importance of everything working together, and if something isn’t functioning optimally, the result is only as good as the least effective “process.”<\/p>\n
How does this relate to your school?<\/p>\n
While school leaders are recognizing need to market their schools, that enrollment is mission-critical since all the funds in the world won\u2019t do you school a bit of good if there are no children in the seats, and that the need for fund development (since parents paying tuition can\u2019t bear the financial burden alone, and effective engagement of parish, community and businesses are crucial to the stability of the school), school leaders CANNOT focus on a particular area of the advancement process, and then move on to the next one once practices are developed, implemented, and processing nicely. Sadly, this type of approach won\u2019t work \u2013 everything has to work together, so everything must be implemented at once! It is a living system that\u2019s being formed. It\u2019s just like the formation of the entire person, which is what our schools are purported to do.<\/p>\n
Fourth, there needs to be someone to “own” the processes and ensure goals are being set and progress is being made toward achieving them. If you don’t have an advancement director for your school, put one in your school’s budget for the coming school year. In fact, put in two people, so that when your board tells you you can’t add two positions, you can compromise to get one. And this leads to the fifth learning:<\/p>\n
Fifth, expectations will always increase – so you can’t keep doing the same things you’ve been doing, even if you do something different.\u00a0 Once you make a change, if you perpetuate the new actions, it’s then the “new” way we’ve always done it.\u00a0 Last year, for instance, I had a wonderfully successful year relative to my work.\u00a0 This year, not so much, since the expectation is that I’ll bring in more business than the previous year.\u00a0 Even though I surpassed my goal, that doesn’t mean I can go back to the “normal” goal.\u00a0 You’ll never be able to go back to the “normal” goal.<\/p>\n
So perhaps not everything needs to be “changed,” even though everything probably does!\u00a0 Let’s think of it as being “optimized” so that processes are working the way they were designed to work, or need to work to be aligned with not only with the expectations of your customers, but also with the goals you have for your school.<\/p>\n
Here\u2019s hoping 2017 is a prosperous one for all, where we are blessed with the peace of Christ.<\/p>\n
\u00a9 Michael V. Ziemski, SchoolAdvancement 2007-2016<\/p>\n","protected":false},"excerpt":{"rendered":"
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