8 Important Words to Use as a Leader

The pen is mightier than the sword. Edward Bulwer-Lytton

My life was unalterably changed by a few words. I was, at the time, an average student. I did what was necessary to get by but my academic ambitions and motivation were limited.

None of my family had attended college and some had not graduated from high school. I never recall hearing the word college in my home. In fact, education was so undervalued in my home that I recall a time when my mother scolded me for using “big words” when I returned home during a college break.

Something remarkable had happened several years before this sad episode with my mother. As I recall, I was a ninth grade student standing in the lunch line when a student tapped me on the shoulder and pronounced, “You would make a great attorney.” The unexpected compliment arose from my performance in English class as the defense attorney defending Brutus’s participation in the assassination of Julius Caesar. Was Brutus a patriot or traitor? I argued that his actions were noble, animated by his desire to protect the Roman Republic from dictatorship. A jury of ninth grade English students acquitted him.

Those few words, “You would make a great attorney,” caused me to think about college for the first time in my life. From that point forward I applied myself to my studies and went on to earn a doctorate. My life would have been dramatically different but for those few words of encouragement.

The moral of this story is that words are powerful—they can change a life or a school for good or bad. The start of a new school year is a good time to consider the words we use as leaders. It is a good time to unsheathe your most powerful leadership tool—your words.

These words or communication traits will make you a wiser person and more effective leader.

Empathy

Strive to put yourself in the other person’s shoes no matter how obnoxious their words or actions may be. This will give you a better perspective. As Becky Gaylord points out: “empathy leads to rational, thoughtful solutions.” Empathy has a calming and a rational impact on any conversation and is consistent with these two biblical principles:

So whatever you wish that others would do to you, do also to them, for this is the Law and the Prophets. Mat. 7:12

Let each of you look not only to his own interests, but also to the interests of others. Phil. 2:4

Employ the Wise Use of Humor

Appropriate humor reduces tension and can put all parties at ease in a difficult situation. Humor also makes for a more enjoyable workplace and is a great way to start a presentation. Interlacing appropriate and well timed humor into any conversation or presentation will increase effectiveness and help you connect with others.

Yes

No one likes to hear “no.” Although sometimes “no” is necessary, it is probably less necessary than you think. Sometimes we say “no” not because it is necessary but because it is easier. “Yes,” can create more work or complications for us. While saying yes may produce more work in the short-term, remember that a history of wise “yes” responses makes the necessary “nos” more palatable and leads to long-term positive relationships and school culture.

Please

No matter how exalted your position, “please” is almost always appropriate. Hopefully you learned this as a young child. Saying please is not only polite, it has the benefit of making it easier for people to accept a directive. While compliance may not be optional, saying please demonstrates courtesy and humility. Saying please makes it easier for others to comply willingly.

Thank you

Thankfulness is a constant theme in the Bible. We are admonished to be thankful and to express thankfulness. Never miss an opportunity to thank students, parents, employees, or vendors.

Listen, Really Listen

Our natural tendency is to talk. It is far wiser to follow the biblical command to “be quick to hear, slow to speak” (James 1:19), which was paraphrased by Steven Covey who said, “seek first to understand and then to be understood.” Listening leads to understanding, empathy, and better decisions and relationships. Click here for tips on how to actively listen.

Trust

While a leader must avoid being uniformed or naive, start with trust. This is the position that great leaders start from when dealing with others. Assume the best, give the judgment of charity, for Paul writes:

Love is patient, love is kind. It does not envy, it does not boast, it is not proud. It is not rude, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. Love does not delight in evil but rejoices with the truth. It always protects, always trusts, always hopes, always perseveres. 1 Cor. 13:4–7

I am Sorry

Saying I'm sorry is the handmaiden of humility. If we are humble we will quickly acknowledge our mistakes and sins and readily apologize. Pride does not say I am sorry. Becky Gaylord is correct when she asserts, “This word has prevented lawsuits, mended friendships and almost surely avoided wars. Too many bosses don’t use it — or know the magic it can create. Great leaders know it, and use it.”

Your words are the most powerful leadership tool you have. Use them wisely.

Do We Talk Too Much? "How to Speak More Strategically"

We talk too much.  As school leaders this is problematic for several reasons:

• It places the focus on us rather than on others or organizational initiatives
• It raise questions about our motivations
• It may discourage input and candor from others
• Sharing more information than needed may create problems or complicate existing ones
• It may cause us to miss critical information because we are so focused on what we want to say , which can lead to misunderstanding and/or bad decisions

For these reasons and more, the Bible gives simple, straightforward advice:

• Know this, my beloved brothers: let every person be quick to hear, slow to speak, slow to anger… (James 1:19)
• When words are many, transgression is not lacking, but whoever restrains his lips is prudent. (Proverbs: 10:19)
• Do you see a man who is hasty in his words? There is more hope for a fool than for him. (Proverbs 29:20)

Because I'm convinced that we often talk too much, I found this article by Mr. Bregman to be relevant and insightful.   This is a guest post by Mr. Peter Bregman and is posted with permission.   The article was originally published in Harvard Business Review," click here.

Peter Bregman is the CEO of Bregman Partners, Inc., a global management consulting firm which advises CEOs and their leadership teams. He speaks, writes, and consults about how to lead and how to live. He is the author, most recently, of 18 Minutes: Find Your Focus, Master Distraction, and Get the Right Things Done, winner of the Gold medal from the Axiom Business Book awards, named the best business book of  the year on NPR, and selected by Publisher’s Weekly and the New York Post as a top 10 business book. He is also the author of Point B: A Short Guide to Leading a Big Change and co-author of five other books. Featured on PBS, ABC and CNN, Peter is a regular contributor to Harvard Business Review, Fast Company, Forbes, National Public Radio (NPR), Psychology Today, and CNN.  Peter can be reached at www.peterbregman.com.

How to Speak More Strategically

It had been three weeks since my throat started to feel sore, and it wasn't getting better. The pain was most acute when I spoke. So I decided to spend a few days speaking as little as possible. Every time I had the urge to say something, I paused for a moment to question whether it was worth irritating my throat.

This made me acutely aware of when and how I use my voice. Which led me to a surprising discovery: I spend considerable energy working against my own best interests. And if my experience listening to others is any indication, so do you.  In my observations, we speak for three main reasons:

• To help ourselves
• To help others
• To connect with each other

That's not surprising. All three of those objectives are legitimate and worthwhile.

What is surprising though is how frequently we fool ourselves into thinking we're achieving those objectives when, in reality, we're thwarting them. The more I listened, the more I noticed how we undermine our own interests.

Frequently, I had the urge to gossip about someone else. I realized that I did this to help myself (I will feel better if I think I'm better than that person) and to connect with the other gossipers. But clearly that would distance me from the people about whom I was gossiping. In fact, it would probably even distance me from my fellow gossipers too; who could trust someone who talked behind other people's back? My attempt to strengthen relationships was, instead, hurting them.

I also had the urge to share information when I thought it would be helpful to someone. That's a productive reason to speak. But several times I had the urge to say something simply to show that I knew the answer. Or to get attention. Or to increase my power in the group. It became clear to me that my urge to speak in those moments came from my desire to feel special. I wanted people to like me and to think highly of me. But who likes the guy trying to show off?

Sometimes I wanted to help myself by getting the answer to a question, or making sure I was counted in a decision. That's useful. But other times, I just wanted to make sure my voice was heard over the din of the other voices. I caught myself wanting to speak over someone in a meeting. Or arguing a point to get others to agree with me so I'd feel more confident in my own opinion (which I'm hearing a lot this political season). Is that really helping someone else?

In fact, I was amazed at how often I wanted to speak simply to assure myself that I was here. I had a role. I was noticed.

As I sat silently, trying to preserve my voice, I had the opportunity to notice how and when other people spoke as well. And I noticed all the same tendencies.

If I were to reduce our counter-productive speaking to a single motivation, it would be this: We often speak to make ourselves feel better in the short-term.

But life and relationships are long-term. And when we gossip, raise our voices, speak behind other people's backs, offer unsolicited opinions, or make jokes at other people's expense we're isolating ourselves over time.

There was some good news in my experience of talking less: I listened more. And listening, it turned out, was a much more productive way to achieve my speaking objectives than speaking.

When I listened, I helped myself, helped others and built relationships at least as effectively as I did speaking and with much less collateral damage.

I'm obviously not suggesting we stop speaking; we can't achieve our three objectives unless we do. We need ask for things. We need to share information. And there are a number of ways — like offering compliments and rephrasing what we're hearing — we can build relationships through speech.

I am, however, suggesting that we think ahead — long term — when we're about to say something in the moment. And that, before speaking, we ask ourselves one simple question: Is what I'm about to say going to detract from one of the three reasons I speak? If the answer is yes, consider saving your voice.

My throat is better now and I can speak as much as I want. Which left me feeling a little nervous; now that I know how easy it is to be self-defeating, will I keep myself on the productive side of the speaking equation?

Thankfully, the sore throat left me with a gift: the memory of a sore throat.

These past few days, when I get the urge to talk, I find myself doing a little calculation in my head: If I only have so much speaking I can do in a day, is this thing I'm about to say a worthwhile use of my voice?

What's amazing is that most of the time I immediately know.

The Heart of our School Service

"For you yourselves know, brothers, that our coming to you was not in vain. But though we had already suffered and been shamefully treated at Philippi, as you know, we had boldness in our God to declare to you the gospel of God in the midst of much conflict. For our appeal does not spring from error or impurity or any attempt to deceive, but just as we have been approved by God to be entrusted with the gospel, so we speak, not to please man, but to please God who tests our hearts. For we never came with words of flattery, as you know, nor with a pretext for greed? God is witness.

Nor did we seek glory from people, whether from you or from others, though we could have made demands as apostles of Christ. But we were gentle among you, like a nursing mother taking care of her own children. So, being affectionately desirous of you, we were ready to share with you not only the gospel of God but also our own selves, because you had become very dear to us. For you remember, brothers, our labor and toil: we worked night and day, that we might not be a burden to any of you, while we proclaimed to you the gospel of God. You are witnesses, and God also, how holy and righteous and blameless was our conduct toward you believers. For you know how, like a father with his children, we exhorted each one of you and encouraged you and charged you to walk in a manner worthy of God, who calls you into his own kingdom and glory." (1 Thess. 2:1ff)

Paul's heart for and ministry to the church is instructive as we strive to serve our students, parents, and each other in a way that pleases Christ.  Here are some simple thoughts and applications on this passage.

Boldness

We must be courageous and bold in declaring truth to students, parents, and to each other. The primary truth is the Gospel.  Never assume that a student or a parent is a believer.  He or she may not be.  As appropriate and with love and wisdom share the Gospel.

In the Midst of Much Conflict

We don't like conflict and we try to avoid it.  However, conflict is unavoidable and is even profitable IF the the conflict arises from being honest versus being a difficult person or responding inappropriately to others.  For example, we need to deal with the conflict that arises when we tell students or parents the truth.  If a student is failing to work hard (being lazy), is being irresponsible, has violated a school policy, is not yet good enough to start on the team, is a bully, etc., we need to say so.  We are to speak the "truth in love," never in a mean spirited or condescending manner, but we must tell the truth.  We don't avoid necessary conflict, we work through it profitability for all concerned.

Pleasing God not Man

We like to be liked.  It is tempting to do that which will make others like us or to avoid doing that which may make some dislike our decisions or us.  The praise of others must not be the motivation for our decisions and actions.  God's praise is to be our goal.  Popularity is as fleeting as your last decision or the latest fad or current values in our culture.  God's standards never change.  We are to desire his smile, not the smile of people.  However, we must also remember that Jesus grew in favor with both God and man.  We don't please God by being obnoxious, difficult, or self-righteous.

Not Self centered-It is Not about Us

Paul sacrificed what he had a right to, willingly gave it up to serve.  Although most of us are compensated well and fairly, most in Christian education could make more in a similar position in the public or corporate sectors.  Our work and ministry could also be easier if we never stretched ourselves, never tried new things, never adopted new methods, never reworked our material, etc.

But our motives are not related to compensation or avoiding extra work or frustration.  Our motive is to serve by being "living sacrifices," by "being "poured out as drink offerings" in service to students, parents, and each other.  This is not easy.  This is not what the world values and preaches.  Our sacrifices are not always known or appreciated by others.  It doesn't matter.  We seek "first the Kingdom of God and his righteousness;" we'll leave the rest to God's wise providence.

Not About our Reputation or Praise

Like Paul, we do not seek "glory" from men.  Whether we are liked and praised (although nice) is irrelevant. What matters is faithful, fruitful service to God as we render service to students, parents, and each other.  Like water on a duck, we must learn to let BOTH the smiles and frowns of others roll off of us.  It is the smile of God, not men, which we seek.

Gentle

I like the title Gentleman, Gentle-man.  In today's culture it is assumed that gentleness is weakness and real men (or modern women) are strong and aggressive.  There is nothing wrong with being strong and aggressive.  In fact, we must be to serve Christ.  Christ was very strong and aggressive (just think of how he responded to the Pharisees!).   But Jesus was also described this way:

Behold, my servant whom I have chosen, my beloved with whom my soul is well pleased.  I will put my Spirit upon him, and he will proclaim justice to the Gentiles.  He will not quarrel or cry aloud, nor will anyone hear his voice in the streets;  a bruised reed he will not break, and a smoldering wick he will not quench, until he brings justice to victory;  and in his name the Gentiles will hope. (Matthew 12:18-21)

We are to combine strength with gentleness in our dealing with others.

Sharing of Ourselves

It is easy to share a lesson, a lecture, truth, even the Gospel.  We just talk.

What is more difficult is sharing ourselves.  This requires time, sacrifice, even vulnerability.  We must share both WHAT (true, etc.) as well as WHO (ourselves).  For example, it is one thing to TELL our spouse that we love him or her, it is another thing to give OURSELVES IN OUR ACTIONS to DO loving things.  Likewise, it is one thing to tell students, parents, and each other truth and that we care.  It is another to demonstrate it.

Hard Labor

Those who have never taught or coached have no idea how hard it is!  It is hard work.  It is often under appreciated.  It takes time away from family.  It goes into the evening and weekends.  And, sometimes, no matter how hard we work, how much effort and time we put into coaching, teaching, or leading we get criticized.  Frankly, sometimes we just plain get abused by others.  So did virtually every saint I can think of in the Bible!  It goes with the territory!

Teaching, coaching, and leading in a Christian school is not a 9 to 5 job.  That is okay.  We are stewards of souls--eternal minds and hearts.  What we do counts forever.  It changes lives.  It changes communities.  It matters.  Therefore, it takes hard work and long hours.  No one makes us do this.  This is a calling.  This is a stewardship.  Whether other appreciate our hard work is irrelevant.  What matters is that we are faithful in cultivating our gifts and fulfilling our callings to the maximum of our God-given abilities.

We have not been called to a "nice life."  We have been called to labor.

Holy and Blameless Conduct

We are redeemed sinners.  We are not perfect.  We sin.  We fail.  We fall.

But, the tenor of our lives must be such that our conduct is holy and blameless, above reproach.  We are morally pure, we are honest and full of integrity, we don't gossip, we don't complain, we are full of the Fruit of the Spirit.  We are not self-serving.  We are, by God's grace, an example to others, especially to our students.

Exhorted, Encouraged, Charged

We urge and appeal to our students, parents and each other to do the right thing.  We encourage the discouraged, the tired, those who have stumbled and need a helping hand up.  We commission others--giving them instruction and a mission.

What a hard and glorious calling we have!  May God grant us the grace to fulfill it for his smile and for his kingdom!

Full Loyalty, No Negativity? What Can Our Schools Learn from Apple?

Wouldn’t it be wonderful if someone could write an article describing our schools titled “Full Loyalty, No Negativity?” I am a recent convert from a Windows PC to the Mac computing environment. That is a story for another day but what I want to share with you are some observations from my experiences in Apple stores  and how those observations can be applied to move more of our students, parents, and employees closer to Full Loyalty with No Negativity.

If you have been in an Apple Store recently (if you haven’t I encourage you to do so as an observant leader--but you may want to leave your wallet at home!) you will discover that they are almost always filled with highly engaged customers, attentive staff, and great customer service. At least, that has been my experience every time I have visited an Apple store. Moreover, whenever Apple introduces a new product or an upgrade to an existing product line, customers will line up for hours and blocks, even camping out overnight, to be first in line to buy Apple products.  Loyal Apple customers even have a nickname: “Apple Evangelists.”  That speaks volumes!  Wouldn’t it be wonderful if our parents were so enthusiastic about our schools that they would line up for hours and blocks and be tagged with the nickname “XYZ Christian school evangelists?”

How do we get students, parents, and prospective parents to exhibit the same level of enthusiasm for enrolling their children in our schools and paying tuition as Apple customers do for Apple products?  Without stretching the illustration too far, I think it would be wonderful if when parents and vendors visited our schools they sensed the same type of engagement, enthusiasm, and customer service that one experiences in an Apple store.

Consider some of the observations from a recent Wall Street Journal article; Secrets From Apple's Genius Bar: Full Loyalty, No Negativity.   Below is a summary of the key observations of this article.  Beneath each summary point I have added some possible applications for our schools and for our leadership.

•    Apple goes to great lengths to train its employees at its popular retail stores, tightly managing what feels like a casual consumer experience.  A look at confidential training manuals, a recording of a store meeting and interviews with more than a dozen current and former employees reveal some of Apple's store secrets. They include: intensive control of how employees interact with customers, scripted training for on-site tech support and consideration of every store detail down to the pre-loaded photos and music on demo devices.

APPLICATION:  Our schools could benefit from systematic training in customer service. Such training would include all school personnel from administrators to groundskeepers. Everyone would understand that they are customer service agents with the mission of ensuring that students, parents, and visitors have wonderful experiences in the classroom and with every interaction with school staff.

Additionally, everyone should devote attention to quality throughout the school.  Every detail of the school should reflect quality, attentiveness, and care.  School grounds should be well kept, hallways free of clutter and book bags, walls adorned with well designed posters and student work, school communications should be warm, clear, and professional, the school’s website should be modern and easy to navigate, and all points of contact between students and parents should communicate that “we care.”

•    With their airy interiors and attractive lighting, Apple's stores project a carefree and casual atmosphere. Yet Apple keeps a tight lid on how they operate. Employees are ordered to not discuss rumors about products, technicians are forbidden from prematurely acknowledging widespread glitches and anyone caught writing about the Cupertino, Calif., company on the Internet is fired, according to current and former employees.

APPLICATION:   This is a tricky one.  Although we would not want to go to the extent described above in how we deal with our employees, nevertheless, the focus on “airy Interiors and attractive lighting in a carefree and casual atmosphere” does have relevance for our schools.

Some of our schools and employees are too uptight.  We can improve student achievement and their enjoyment of school–and thus parent satisfaction and enthusiasm for our schools–if our classrooms are characterized by an open, airy, more casual environment in which students are actively engaged in learning, who feel free to be themselves and to ask “politically incorrect questions,” and to make mistakes.  In other words, although school is a serious business it does not have to feel like a strait jacket. Schools should be a place in which the emphasis is not on what is wrong  or what not to do.  Instead, we should champion what students can do and cast a compelling vision for the future.

•    Apple is considered a pioneer in many aspects of customer service and store design. According to several employees and training manuals, sales associates are taught an unusual sales philosophy: not to sell, but rather to help customers solve problems. "Your job is to understand all of your customers' needs—some of which they may not even realize they have," one training manual says. To that end, employees receive no sales commissions and have no sales quotas.

"You were never trying to close a sale. It was about finding solutions for a customer and finding their pain points," said David Ambrose, 26 years old, who worked at an Apple store in Arlington, Va., until 2007.

APPLICATION: there are two very important principles contained in the description above. The first is the focus on innovation and the second is the focus on meeting needs. Our schools, and more importantly our students and our parents, will benefit immensely if we place an energetic and consistent emphasis on innovative teaching, innovative programs, innovative training, and innovative ways of serving our students and our parents.

Moreover, rather than focusing on our policies and procedures,  we should spend more time focusing on good customer service for both students and parents in an effort to alleviate, insofar as possible, things that produce spiritual, emotional, social, or academic pain. We should focus on finding solutions for our students and parents and less on policies and rules.

That is not to say that we compromise our standards, rather it is simply to say that if we devote far more attention to making our students’ and parents’ experiences with each person and situation as enjoyable as possible we will go a long way to increasing their satisfaction and deep loyalty to the school.  In effect this is nothing more than applying the Golden Rule, “As you wish that others would do to you, do so to them.” (Luke 6:31, ESV)  The result will be higher retention rates and the enthusiastic endorsement and recommendation of the school to others.  Our parents will become our school “evangelists.”

•    Apple lays out its "steps of service" in the acronym APPLE: Approach customers with a personalized warm welcome Probe politely to understand all the customer's needs Present a solution for the customer to take home today Listen for and resolve any issues or concerns, and End with a fond farewell and an invitation to return

APPLICATION:  What a wonderful model for our staff to follow! In fact, with a little tweaking this acronym can be readily applied to our schools. In many ways it reflects biblical servanthood, “as you wish that others would do to you, do so to them,” and  “go the extra mile.” Here is the same acronym revised to reflect a Christian school environment.

Approach every student at the beginning of the day and in the halls with a personalized warm welcome.  Greet every parent and school visitor in like manner.

Probe politely to understand student needs--spiritual, emotional, and academic.  Probe politely to understand parents’ needs.

Present solutions for students and parents to take home with them.

Listen for and resolve issues and concerns following James’ instruction, “be quick to hear and slow to speak.” (James 1:19)

End each class period and parent conference with a fond farewell, letting students know that you look forward to seeing them tomorrow and inviting parents to see you again if they continue to have concerns.

•    Apple's control of the customer experience extends down to the minutest details. The store's confidential training manual tells in-store technicians exactly what to say to customers it describes as emotional: "Listen and limit your responses to simple reassurances that you are doing so. 'Uh-huh' 'I understand,' etc."

APPLICATION: Our first impulse when confronted with someone who is angry is to get angry and our second inclination is to seek to be understood and to defend our actions or those of the school. As a consequence, we often fail to comprehend the real nature of the problem being described by the student or the parent.   We can also come across as not listening and defensive.

I have learned over the years that it is better to spend far more time listening than talking and I have also discovered that “less is more.”  Over-explaining and providing more details than necessary often exasperates rather than solves problems.  Sometimes we simply talk too much.

Moreover, it is often better to take time to thoroughly understand the nature of a problem than too quickly jumping to defend one’s actions or those of the school or to arrive at an immediate solution. It is wiser to listen and then to postpone a suggested solution until one has had time to gather all the facts and to pray for wisdom in seeking a proper response.

Accordingly, getting back to a student or a parent a day or so later may actually reflect better service than to attempt to solve a problem that has not been adequately considered or prayed about.

•    Apple employees who are six minutes late in their shifts three times in six months may be let go.

APPLICATION:  Do we hold our teachers to the same standards of punctuality and work that our teachers hold their students to? Do our teachers show up for faculty meetings or chapel services late? If so, what is the consequence? What is the consequence for a student who habitually shows up late for classes? In other words, do we model as administrators and teachers what we expect of our students?

Another way of looking at this is to ask “are our standards of service for each other, our students, and our parents as high as or lower than the standards that Apple requires of its employees who sell computer hardware and software?” Which is more important? If we are to “do everything as unto Christ,” would we show up late for one of his classes?

•    Working for an Apple store can be a competitive process usually requiring at least two rounds of interviews. Applicants are questioned about their leadership and problem-solving skills, as well as their enthusiasm for Apple products, say several current and former Apple store employees. While most retailers have to seek out staff, retail experts say many Apple stores are flooded with applicants.

APPLICATION: How intensive is your recruiting and hiring process? Do you take prospective employees through multiple interviews accompanied by rigorous questions designed not only to ascertain the applicant’s commitment to Christ and to Christian education but his or her enthusiasm for teaching, love for students, creativity and innovation in teaching and assessing students, and willingness to learn?  Or, are you too quick to settle fearing that you will not be able to hire someone to fill a need, in part, because salaries are so low? In the long run, taking shortcuts in hiring will ultimately harm students, negatively impact the school’s reputation and consequently negatively affect student retention, enrollments, and school finances.

•    Once hired, employees are trained extensively. Recruits are drilled in classes that apply Apple's principles of customer service. Back on the sales floor, new hires must shadow more experienced colleagues and aren't allowed to interact with customers on their own until they're deemed ready. That can be a couple of weeks or even longer.

APPLICATION:  How we use your mentoring program? Do you have seasoned teachers who have been given time to work in the classrooms periodically with new hires? Have you given veteran teachers the opportunity to formally and informally mentor new teachers? Or, is it more often the case that new teachers are placed in classrooms with little formal or informal mentoring beyond new staff orientation and standard in-service training programs?  Do we had students to teachers before the teachers are ready?

•    What hasn't changed is Mr. Jobs's interest in the stores. He has provided input on details down to the type of security cables used to keep products leashed to the tables, according to a person familiar with the matter. When the CEO grappled with a liver transplant two years ago, a person who visited him at the time said Mr. Jobs was poring over blueprints for future Apple stores.

APPLICATION:   The description above reflects three things on the part of Steve Jobs: 1. A love for Apple, 2. A focus on his mission rather than on himself, and 3. Attention to detail. Does our leadership consistently demonstrate the same characteristics as we serve our students and parents under the Lordship of Christ and for his glory?

While  we may never eliminate negativity, we can do much to foster deep loyalty to our schools and reduce the negativity that as fallen human beings we are so prone to. Although a computer company is not a school, nevertheless, we can learn a great deal from successful companies and leaders who place a focus on quality, training, and customer service.

As Christian school leaders we should be at least as devoted to these things as the CEO of Apple is to selling hardware and software, after all, we are the stewards of souls.

An Open Letter to Teachers

 

Source: Justin Tarte:

Dear teachers,

We have a lot of respect for what you do. Your job is extremely difficult, and we understand the many difficulties that encompass being a teacher. Your ability to lead an entire class is frankly amazing, and more importantly, you always seem cool, calm and collected despite what might be going on. There are times when we would love to be back in the classroom; there are other times when we can't imagine going back. Your job is definitely not an easy job, but as administrators, here are a few things we would like you to keep in mind:

1) - When we ask you and your fellow teachers for opinions and feedback, we would really appreciate it if you would take us seriously and put some thought into ways we can improve our school. We know you have a lot on your mind, but if we are going to take the time to ask you, we are doing it because we value your opinion.

2) - We love visiting your classrooms to see the students growing and developing, but when we visit a classroom and the students are having a free day or are watching a movie unrelated to anything of any real value, we are disappointed and feel as if the students are being cheated. We all have bad days and difficult things going on in our lives, but please make it a priority to do something valuable for your students every single day.

3) - Professional development is something we really enjoy, but please don't rely on us to plan and develop every single PD day. We want you to have a say and a voice in YOUR professional growth, and as such we would love to hear your ideas and suggestions. We also really would like you to take our PD days seriously and go into each session with the mindset of, "what can I learn today?"

4) - Can you please stop writing office referrals and sending students to the office for not coming to class prepared or coming late to class. We are here to support you and help you do your job, but if we are constantly tied up dealing with small and petty issues like this then how are we going to have any time to tackle some of the larger issues? Please talk with some of your colleagues and see how they handle these issues...contact the student's parents...take a moment and talk to the student BEFORE sending them down to us.

5) - We understand the importance of being visible and in the halls in between classes, but our administrative team is not very large. We will try our best to be in the halls as often as possible, but sometimes things come up and they need to be dealt with immediately, consequently we need your help. We need you in the halls helping to cover the spots we aren't able to cover. It's a group effort, and you play a crucial role in our overall effectiveness.

6) - Sometimes a lesson doesn't take the entire class period, or the students get done quicker than expected, but please do not allow your students to line up at the door. Furthermore, please do not let your students stand in the hallway as they wait to leave your class. Your class time is valuable and should not be discarded so easily. If your students end class 5 minutes early every day it adds up to over 3 weeks of instructional time over the course of the year. Think what your students could learn in that much time.

7) - Time is limited, and when we try to implement new programs we are doing so because we believe they can help students. Unfortunately, when we try to initiate a new program it seems as if a lot of teachers immediately disregard the program because they think the program will be pushed to the side and simply forgotten by next year. We realize it's difficult to implement several programs simultaneously, but they are aimed at improving the educational experience for our students. Please give our programs a chance before casting them to the side...our students could be missing out.

8) - When you were hired you were hired because we think you are the best, and because we think you are the best we want to get out of your way so you can do great things. We want to empower you, encourage you, and watch you take risks in an attempt to do some awesome things, but when we see you do the same thing every year we wonder if you really want autonomy. Additionally, we would be more than happy to provide you time to observe some of your colleagues if this time was used productively. Please be the awesome teacher you were hired to be.

Don't take this open letter as us trying to tell you how to do your job. As Educators we must all be open for suggestions and advice, and we hope that if anyone had any advice or suggestions, they would take the time to inform us. As previously mentioned, we understand all the parts of your job because we were once in your shoes, but we hope this letter provides a small reminder of how much your decisions and actions affect others.

Thank you for your time, and we look forward to your response,

The administrators

An Open Letter to Administrators

  Source: Justin Tarte

Dear administrators,

We have a lot of respect for what you do. Your job is extremely difficult, and there are lots of aspects of your job that we don't fully understand. Your ability to lead an entire staff and student body is frankly amazing, and more importantly, you always seem cool, calm and collected. There are times where we would love to have your job; there are other times where we couldn't imagine having your job. Your job is definitely not an easy job, but as teachers, here are a few things we would like you to keep in mind:

1) - When making decisions that are going to affect our classes or our students, we would really appreciate it if you would ask for our opinions and feedback first. We know you can't ask for feedback for every decision, but more often than not would be much appreciated.

2) - Will you please come to our classrooms more often. We are really doing some awesome, innovative and creative things with our students, and we would love to share our experiences and successes with you and our staff.

3) - It would really mean a lot to us if you would participate in our professional development days. As Educators, we all need to be lifelong learners, and the staff would be quite receptive if you were learning side by side with us. We know your presence can skew the way some Educators respond, but we feel that would only be temporary until your presence becomes common practice.

4) - Can you please refrain from blanketing the entire staff with a punishment/lecture when the problem lies with a small group of Educators, and not the entire staff. Just as we don't do this with students, it's not fair to do it with us either.

5) - Your time is extremely limited and you are always busy, but we would really love it if you were more visible in the hallways between classes. Establishing and building a school community are crucial to the school's success, and this is one of the easiest ways to show students and teachers we are all in this together.

6) - It would be much appreciated if you would include teachers, students and community members when developing the building's vision and goals. Additionally, it would be wise to revisit and redevelop our building's vision and goals, as society and the needs of our students are always changing. Lastly, we should really believe and follow through on our building's vision and goals.

7) - We love any new idea or initiative that can improve the education we offer at our school, but if we are going to add new programs would you please consider eliminating other programs that aren't quite as effective. Speak with students and teachers to determine which programs are really helping, and which programs we could probably do without.

8) - Lastly, the more autonomy and voice you give us Educators, the better we will perform. Allow us to do the jobs that you hired us for. Support us, empower us, and encourage us, but please don't control us. Tell us it's OK to take chances in an effort to do something awesome with our students. Provide time for us to see the awesome things other Educators are doing in our building. Please be the instructional leader you were hired to be.

Don't take this open letter as us trying to tell you how to do your job. As Educators we must all be open for suggestions and advice, and we would hope that if anyone had any advice or suggestions, they would take the time to inform us. As previously mentioned, there are parts of your job that we don't always understand because we have never been administrators, but we hope this letter provides a small reminder of how much your decisions and actions affect others.

Thank you for your time, and we look forward to your response,

The teachers

How To Find Time to Focus, Think, and Work

It is hard to find it hard to find time to focus, think, and work on important projects.  We are constantly interrupted and distracted.  The immediate crowds out the important. 

In his excellent article Who Else Needs More Mental Focus?, Michael Hyatt, Chairman and CEO of Thomas Nelson Publishers, the world's largest Christian publisher, offers very helpful tips for improving one’s focus. (see a short excerpt and link to his article below)

I have used many of the same practices for years.  In addition to Mr. Hyatt’s recommendations, I also do the following to carve out time for focus, thinking, and working on critical projects.

• I schedule several hours every Friday morning off campus to focus and think.  I do not come into the office.  I can be reached by cell phone in an emergency but my administrative assistant has been instructed that I am not to be interrupted.  This is some of the most productive time in my week.
• Each year I take several days for a “Think Week.”  I got this idea from Bill Gates who pulled away each year for an extended time of research, reading, and reflection.  I have adopted this practice.  I spend these days praying, reading, reflecting, and writing.  I take a substantial amount of reading material with me.  Because I use my iPad exclusively for reading I am able to carry an entire library of books and research articles with me.  I read and reflect from morning to evening only interrupting my reading for eating, running, and showering.  It is usually during Think Week that I come up with long-range initiative such as our BCS SMART SCHOOL program.

Click here to read Mr. Hyatt’s article, Who Else Needs More Mental Focus?

A few weeks ago, I had to prepare for a board meeting. I really needed an extended period of time to review the material and prepare my presentation. In doing this, I realized that I go through a similar pattern whenever I need to increase my mental focus and get a lot of work done in a short period of time.  Here are ten tactics I use that may help you…

What do you do to improve your focus and creativity as you lead your school?

Avoiding Burnout Over Your Board Members

By Mr. Zach Clark, who serves as the Director of Advancement at Westminster Christian Academy, St. Louis.

One of the questions I'm most often asked by other advancement leaders, school administrators, and even the occasional head of school, is:

"How do you relate to your board effectively?

This question is followed often by an emotionally-charged story, punctuated by groans of frustration.

Lurking behind this question are the unspoken, "How do I get the board to better support what I'm doing? How do you mobilize the board for positive impact? Or, how can I get along better with my board?"

This is an area where many school leaders openly admit a great deal of insecurity and frustration. I do have some key principles that after much prayer, some mistakes, and ongoing struggle I try to apply consistently.

0. I recognize that I am a person under authority, and that God purposefully places me under specific authority for my own good. That is the Head of School. His/her authority comes from the Board, so I am ultimately under the authority of the Board which holds in trust the mission of the school. I believe that God not only calls and equips you and me to advance His work, but positions us as well within a structure and under authority uniquely suited to accomplish His purposes for our role.

1. My “role” as director of advancement does not include any formal responsibility or role to influence the board nomination process. I do prayerfully seek the Lord for wisdom and opportunity to do the following on occasion: a)suggest a potential individual to a board member, asking if they have every been considered for board membership; or b)add individuals to various volunteer committees that might grow to make good potential board members in the future, should the board so lead.

2. I focus my primary board-related energy on growing and maintaining a great advancement committee (which is a board committee) rather than worrying about the board overall. I’m not sure if I do a great job with the advancement committee, but I have successfully grown the advancement committee, which has led to the addition of key new board members. I continue to serve alongside the committee members to shape the role of the committee and grow the committee with great individuals, some of whom might make great board members someday.

3. I also try to spend a great deal of time with individual board members. I don’t do this as well as I’d like, but I am committed to this approach and believe that God has been blessing my efforts in spite of myself. One expert I know suggests that you interact with board members as often as you would your most faithful and generous donors. This seems a good rule of thumb in evaluating the amount of time to invest in the board.

4. Lastly, and this goes along with the point about investing time, I work to keep my focus on learning as much as possible from each board member. It's easy for relationships between staff and board members to become acrimonious. Taking the time to know their families, prayer requests, skills and talents, and involvement in our community inside the school and out, helps keep my focus on them as people who God has called as a part of His plan for our school.

I'm sure I'll continue to add to this list as God provides new opportunities to learn. But for now, applying each principle with tangible habits and the investment of time is bearing fruit in my efforts to serve well.

Question: What habits to you live out in working with your board members?

Are There Monsters in Your Closet?

Dr. Barrett Mosbacker, PublisherI suspect that as children all of us experienced the fear of thinking a monster was in our closet or under our beds. Even as adults, we can feel the rush of adrenaline or the hair on the back of our necks stand up when we hear things go bump in the night.

As teachers and administrators, we can still be paralyzed by fear from dangers—both imagined and real.

Despite my years of experience, I still feel my stomach tightened and stress increase when my administrative assistant tells me that “Mrs. or Mr. so and so wants to see you about a concern.” I really hate this when she tells me this on Friday afternoon and have to wait until Monday or Tuesday to meet with him or her. All kinds of unpleasant things run through my mind.  I imagine all kinds of monsters are in my closet, soon to enter my office!

As we seek to fulfill our calling before the Lord, we can use the words from God to encourage ourselves with the promise and presence of God:

After the death of Moses the servant of the Lord, the Lord said to Joshua the son of Nun, Moses’ assistant, 2 “Moses my servant is dead. Now therefore arise, go over this Jordan, you and all this people, into the land that I am giving to them, to the people of Israel … 5 No man shall be able to stand before you all the days of your life. Just as I was with Moses, so I will be with you. I will not leave you or forsake you. 6 Be strong and courageous, for you shall cause this people to inherit the land that I swore to their fathers to give them. 7 Only be strong and very courageous … Do not be frightened, and do not be dismayed, for the Lord your God is with you wherever you go.” (Jos 1:1–9).

Frankly, Joshua and the people had legitimate reasons to fear; there were indeed monsters in the closet—in this case across the river.

· Joshua faced the prospect of following Moses—no small feat and I would think very intimidating.

· He faced the prospect of leading a very rebellious, complaining, and wishy-washy people.

· They all faced the very real dangers of warfare, injury, death, of conquering a new land in which many giants lived.

We face our own giants and fears:

· Parents

· Staff

· Our own inadequacies—real and imagined

· Perhaps enrollment or financial stresses at the school

· Economic distress

· The corruption of the world

· Family problems—especially when as leaders and teachers in Christian schools we are supposed to our families in order—we are not supposed to have prodigals!

· Political ideologies and parties on the left and the right

· Hollywood

· Humanist

· Atheists

· Terrorism

Positive Demeanor in Leadership

Notice the words of God to Joshua:

Be Strong:  Able to withstand force, pressure, or wear, secure, stable, or firmly established.

Be Courageous:  Courage is not the absence of fear; it is the ability to continue with the mission despite the fear; it is the ability to face danger, difficulty, uncertainty, or pain without being overcome by fear or being deflected from a chosen course of action. It is the ability to confront fear, pain, risk/danger, uncertainty, or intimidation. Moral courage is the ability to act rightly in the face of popular opposition, shame, scandal, or discouragement.

Negative Demeanor in Leadership

Do not be frightened: Don’t be frightened off, driven away, driven off course, and hindered by fear. This does not mean that we don’t “feel the emotion of fear.” We do. It means that it does not control our decisions or our actions.

Do not be dismayed: Distress, shattered, filled with terror or fear.

The Basis of Our Strength and Courage in the Midst of Opposition or Difficult Circumstances

A. The LORD:  Sovereign, Transcendent, All Knowing, All Wise, All Powerful

B. YOUR God: He is not a distance deity-he is our God—this is intimate, personal, and relational, implying a deep knowledge and love.

It is the difference between being an adult in relation to children to being the father of our children.

C. WITH you: In the same direction, using the services of (as we are instruments in his hand), in the trenches with you, in the foxhole, in the battle, in the meeting, etc. We are not alone to fend for ourselves.

WHEREEVER: in good times, bad times, when praised, when attacked, in times of plenty, in times of scarcity.

Who will separate us from the love of Christ? Will tribulation, or distress, or persecution, or famine, or nakedness, or peril, or sword? Just as it is written, “FOR YOUR SAKE WE ARE BEING PUT TO DEATH ALL DAY LONG; WE WERE CONSIDERED AS SHEEP TO BE SLAUGHTERED.”

But in all these things we overwhelmingly conquer through Him who loved us. For I am convinced that neither death, nor life, nor angels, nor principalities, nor things present, nor things to come, nor powers, nor height, nor depth, nor any other created thing, will be able to separate us from the love of God, which is in Christ Jesus our Lord. (Rom. 8:35-39, ESV)

Appropriating God’s Promises

A. It is God who blesses the “Work of our Hands.”

We must relax; it is the Lord who will bless the work of our hands! 

Have you not put a hedge around him and his house and all that he has, on every side? You have blessed the work of his hands, and his possessions have increased in the land. (Job 1:9, ESV)

B. Trust Our God

Trust in the LORD with all your heart, and do not lean on your own understanding. In all your ways acknowledge him, and he will make straight your paths. (Pr 3:5–6, ESV).

C. Abide in Christ

⁵ I am the vine; you are the branches. Whoever abides in me and I in him, he it is that bears much fruit, for apart from me you can do nothing… ⁷ If you abide in me, and my words abide in you, ask whatever you wish, and it will be done for you. ⁸ By this my Father is glorified, that you bear much fruit and so prove to be my disciples. ⁹ As the Father has loved me, so have I loved you. Abide in my love. ¹⁰ If you keep my commandments, you will abide in my love, just as I have kept my Father’s commandments and abide in his love. ¹¹ These things I have spoken to you, that my joy may be in you, and that your joy may be full. (John 15:5-11)

D. Only By Prayer and Fasting

Everything thing we face and every decision requires that we go to the Lord in prayer.  There are some issues, however, that require more intense spiritual focus—prayer AND fasting.

The spirit shrieked, convulsed him violently and came out. The boy looked so much like a corpse that many said, “He’s dead.” But Jesus took him by the hand and lifted him to his feet, and he stood up. After Jesus had gone indoors, his disciples asked him privately, “Why couldn’t we drive it out?” He replied, “This kind can come out only by prayer.” (Mk 9:26–29, ESV)

If you are facing what seems like an insurmountable or intractable problem, it may require a sustained season of focused, intense prayer and fasting.  It may also require constant impromptu short prayers to the Father whenever the issue comes to mind.

E. Persistence/Steadfastness

And let us not grow weary of doing good, for in due season we will reap, if we do not give up. (Gal. 6:9, ESV).

F. Suffer Hardship--God’s presence and blessing does not mean it will be easy

The school business is a hard, difficult, and sometimes discouraging one. I often joke with people that running a school is easy, we only deal with people’s children, money, and religion! Adding to the stress are the current economic situation and the general downward spiral of our culture.  Other than that it easy! 

Suffer hardship with me, as a good soldier of Christ Jesus. No soldier in active service entangles himself in the affairs of everyday life, so that he may please the one who enlisted him as a soldier. Also if anyone competes as an athlete, he does not win the prize unless he competes according to the rules. The hard-working farmer ought to be the first to receive his share of the crops. Consider what I say, for the Lord will give you understanding in everything. Remember Jesus Christ, risen from the dead, descendant of David, according to my gospel, for which I suffer hardship even to imprisonment as a criminal; but the word of God is not imprisoned. For this reason I endure all things for the sake of those who are chosen, so that they also may obtain the salvation which is in Christ Jesus and with it eternal glory. (2 Ti 2:3–10, ESV)

We WIN!

A. Adjusting our Glasses

As Christians and school leaders we are not playing defense, circling the wagons, jumping into the fox hole. We are to be an army on the move, conquering just as Joshua was to lead the people across the river to take the land.

¹⁸ And I tell you, you are Peter, and on this rock I will build my church, and the gates of hell shall not prevail against it. ¹⁹ I will give you the keys of the kingdom of heaven, and whatever you bind on earth shall be bound in heaven, and whatever you loose on earth shall be loosed in heaven.” (Matt. 16:18-19)

For though we walk in the flesh, we are not waging war according to the flesh. ⁴ For the weapons of our warfare are not of the flesh but have divine power to destroy strongholds. ⁵ We destroy arguments and every lofty opinion raised against the knowledge of God, and take every thought captive to obey Christ (2 Cor. 10:5)

B. Jesus Has Overcome the World

³³ I have said these things to you, that in me you may have peace. In the world you will have tribulation. But take heart; I have overcome the world.” ¹⁷ When Jesus had spoken these words, he lifted up his eyes to heaven, and said, “Father, the hour has come; glorify your Son that the Son may glorify you, ² since you have given him authority over all flesh, to give eternal life to all whom you have given him. (John 16:33-17:2)

C. The Reward

²¹ His master said to him, ‘Well done, good and faithful servant. You have been faithful over a little; I will set you over much. Enter into the joy of your master.’ (Mt 25:21, ESV)

D. Right Now Counts Forever

Then I saw a new heaven and a new earth, for the first heaven and the first earth had passed away, and the sea was no more. ² And I saw the holy city, new Jerusalem, coming down out of heaven from God, prepared as a bride adorned for her husband. ³ And I heard a loud voice from the throne saying, “Behold, the dwelling place of God is with man. He will dwell with them, and they will be his people, and God himself will be with them as their God. ⁴ He will wipe away every tear from their eyes, and death shall be no more, neither shall there be mourning, nor crying, nor pain anymore, for the former things have passed away …. And I saw no temple in the city, for its temple is the Lord God the Almighty and the Lamb. ²³ And the city has no need of sun or moon to shine on it, for the glory of God gives it light, and its lamp is the Lamb. ²⁴ By its light will the nations walk, and the kings of the earth will bring their glory into it, ²⁵ and its gates will never be shut by day—and there will be no night there.” (Rev 21:1-7; 22-25)

Conclusion

Are there monsters in your closet? In your office? In the boardroom? In your classroom? In your inbox? At home?

Relax, Jesus has overcome the world!

We don’t have to fear our monsters, they should never paralyze us. No fear of being world-class, no fear of technology, no fear of the media, no fear of those who oppose us, no fear of the economy. No fear of the future.

Let’s march forward without fear and in God’s strength. Let’s do something great for the Lord! Let’s become world-class in our classrooms, in our offices, in the boardroom, in our schools—for his glory!

You're Fired! I Quit! How to Avoid Horror Stories in Board and Administrator Relationships

Dr. Barrett Mosbacker, PublisherI don’t like horror films.  I find nothing redeeming about them and I don’t like leaving a movie theater feeling worse for the experience. Therefore, I don’t watch horror films.

But there is no escape—the horror stories still manage to find me.  I frequently receive calls and emails from frustrated board members, administrators, and pastors concerning alleged bad governance and inappropriate interference by the school board or the alleged ineptness of the school’s administrator.  I’ve heard some pretty horrible stories and I’ve seen some pretty bloody outcomes.

Of all of the challenges facing Christian schools, tense relationships between the school board and administrators rank in the top five. Why is this the case and more importantly, how do we turn these horror stories into love stories?

A new commandment I give to you, that you love one another: just as I have loved you, you also are to love one another. By this all people will know that you are my disciples, if you have love for one another."  (Joh 13:34-35)

There is very little I like about growing older and “more experienced”.  The one redeeming blessing is that, by God’s grace, one gains perspective and at least a modicum of wisdom with age.  With the prayer that the Lord might grant a bit of wisdom in the writing of this short article about fostering effective and positive relationships between the school board and chief administrator, I will share a few insights I have gleaned through God’s word, careful observations, and personal experience.

To Administrators

I am a school administrator so one could naturally assume that I would tend to side with administrators when dealing with poor school board relationships.  Although there is plenty of blame to go around, I begin with administrators because frequently it is the failures of administrators that precipitate problems with school boards.  Not always—sometimes administrators are the victims of boards—but too often administrators create unnecessary problems for themselves, for the board, and for the school.

Rather than writing a lengthy narrative, I will provide a simple, but I trust not simplistic, list of do’s and don’ts that the reader can contextualized for his or her situation.

Do’s

• Nurture your spiritual growth so that you increasingly manifest the Fruit of the Spirit in all of your relationships, including those with your board.

I am not starting with this in an attempt to “be spiritual” or “politically correct” for my Christian readers.  I start with the Fruit of the Spirit because it is foundational to fostering a godly perspective and godly responses.  Carefully study each of the fruit listed: to what extent do you consistently demonstrate this fruit in every interaction with school board members?

But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, self-control; against such things there is no law. And those who belong to Christ Jesus have crucified the flesh with its passions and desires. If we live by the Spirit, let us also walk by the Spirit. Let us not become conceited, provoking one another, envying one another. (Gal 5:22-26)

• Pray for board members who mistreat you--and I do not mean imprecatory prayers either! 

Board members are usually not your enemy but even if they prove to be, pray for them, remembering that the “Lord turns the king’s heart like the rivers of water.”  I did not write pray for your situation or for yourself; I wrote pray for the board member(s) who are treating you like an enemy.  Pray for him or her.  Pray that God will bless them, will grant them wisdom, and that they will manifest the Fruit of the Spirit.  I find it difficult to remain angry or bitter against those for whom I am actively praying. 

"But I say to you who hear, Love your enemies, do good to those who hate you, bless those who curse you, pray for those who abuse you. To one who strikes you on the cheek, offer the other also, and from one who takes away your cloak do not withhold your tunic either. (Luk 6:27-29)

• Listen and invite

One of the first things I do each year is take each new board member to lunch.  My purpose is NOT to share with him or her my vision, my concerns, or my agenda.  My purpose is NOT to “sell.”  My purpose is to invite the board member to share with me his or her vision for the school and any concerns that he or she may have.  I am there to listen and to learn.  Inevitably I  have an opportunity to share my perspective but my primary motive is to carefully listen and learn from the new board member for the Scriptures teach that we are to be “Quick to hear and slow to speak” (James 1:19) and that “There is wisdom in many counselors.” (Prov. 24:6) 

To stimulate fruitful discussion I typically ask several questions:

--How long have you been interested in serving on the school board?

--What do you see as the primary strengths of the school?

--What do you see as the primary weaknesses of the school?

--What are one or two things you would most like to see done to enhance the school’s program and ministry over the next three years?

--What can I or my staff do to assist you as a school board member?

--Do you have a particular concern that I can address?

--Is there anything else you would like to share with me?

• Integrate the board’s vision and concerns into your planning

Although it is the administrator’s primary responsibility to chart the long-term course for the school’s development, the planning should always incorporate input from board members.  The perspective of the board as a whole should be enthusiastically integrated into any plans whenever appropriate and feasible.  There should be a bias that says, “We can do that!”  School administrators are never to operate as “lone rangers” with the idea that they are to lead and the board is to follow.  Yes, the administrator has primary responsibility to lead but effective leaders will honor the board by honoring the vision, desires, and concerns expressed by board members whenever possible.

• Under promise, over deliver

Have you ever had the experience of having great expectations for a new restaurant only to be disappointed in the food and/or service?  It is very unlikely that you will frequent that restaurant again.  On the other hand, if you go into a restaurant with no particular expectation and discover that the food is wonderful and service is outstanding you are likely to do two things: 1) tell your friends about this wonderful new restaurant and 2) return for another meal.

The principle is simple: if our modest expectations are exceeded—we are pleased.  If our expectations are not met we are disappointed, frustrated, perhaps even angry.  The same principle applies to the expectations of our parents, employees, and board members.  It is far better to under promise and over-deliver than to disappoint.

In our zeal to placate, to impress, to ‘sell’, or to demonstrate our competence, it is tempting to make promises or commitments to board members, employees or parents that we cannot keep.  If we over promise we will disappoint.  Disappointment leads to lost credibility, diminished trust, and the loss of good will.  It is far better to be conservative in one’s commitments and then to exceed those expectations. 

• Provide energetic, visionary, positive leadership

Be passionate.  I am not referring to personal charisma or coming off like a used car salesman.  Sustainable excitement arises from casting an achievable (remember—under promise/over deliver) vision for the future of the school.  In other words, the administrator should make a priority of articulating exciting new initiatives designed to enhance and expand the school’s programs.  The administrator should be future orientated while simultaneously dealing with real day-to-day issues. 

Providing such a vision requires that the administrator work hard at being creative or to use a worn out cliché, practicing “thinking outside the box.”  Board members want to know that the administrator is actively planning for the future—a future in which the school is stronger, more vibrant, and with an increasing impact on students and the surrounding community.

Board members are not encouraged when the administrator focuses on problems and/or “administrivia”.  Good boards want future oriented administrators who are moving the school forward.

• Do your job

No excuses—the buck stops with you.  Although board members can “step over the line” by attempting to deal with issues that properly fall under the administrator’s purview, most do so out of ignorance and the best of intentions.  More often than not board members begin to micro-manage the affairs of the school when they are losing or have lost confidence in the administrator. This is not always the reason—sometimes board members have inappropriate and self-centered agendas (which I address to board members below), but I believe this is the exception rather than the rule.

Most board members do not want the administrator’s job.  In fact, most board members would give a big sigh of relief if they thought they no longer had to worry about how the school was being led.  It is the administrator’s responsibility to lead so competently that the school board never has to concern itself with managerial matters.  This is only possible when they have learned that their administrator will properly handle any issue that arises and is providing competent, visionary, proactive, and positive leadership.

• Recruit and vet potential board members

Although the school’s bylaws determine how the nomination and election of board members is handled, it is the administrator’s responsibility (along with other board members) to encourage potential board members to prayerfully consider serving.  Potential board members should reflect these qualities:

--Have demonstrated Christian maturity in all of their relationships

--Consistently reflect the Fruit of the Spirit in their lives and relationships

--Have a solid, if not comprehensive, understanding of Christian education

--Currently have (or if their children are older, had) their children enrolled in the school

--Have behaved appropriately in their dealings with teachers, school staff, and other parents, e.g., they have followed Matthew 18

--Do not have personal agendas; they are not interested in serving because they want to “change this or that.”  They are kingdom focused and love the school ministry.

--They are men and women of integrity; they have demonstrated that they do what they say, they do not gossip or backbite. 

--They are not “small minded”, i.e., they are focused on important issues for the school and for Christian education, not on relatively minor matters

--They are trustworthy; they will not share confidential matters with others, including a spouse.

--They have demonstrated Christian service and leadership in other venues, e.g., serving as a deacon, elder, teaching Sunday School, going on a missions trip, serving on a committee, etc.

• Do Unto Board Members as You Would have Them Do Unto You

This is simple and self-explanatory: do not say anything about or do anything to individual board members or the board that you would not want them to say about or do to you.  More positively, be intentional in supporting and encouraging the board and in promoting the reputation of each board member and the board as a whole.

Don’ts

• Do not paint an inaccurate rosy picture

Every leader wants to convey to his or her superiors that everything is going well and that he or she is competent.  We always want to put the best face forward.  Consequently, the natural temptation is to report the good news and ignore or diminish the bad news when reporting to the board.  Although this is a natural and understandable temptation, it is both wrong and unwise. The truth will surface, the bad news will become evident.  You owe it to the board to tell them the whole truth and nothing but the truth. 

If enrollments are likely to decline—tell the board sooner rather than later.  If you made a bad hire, admit it, explain how you are going to address the issue, and then fix it.  If you made a mistake regarding how you handled a disciplinary or personnel matter—be the first to tell the board.  The board should never hear bad news from others that they have not first heard from you. 

This does not mean that you share every detail of every issue with the board.  They neither need nor desire to know this much detail.  In fact, your job is to shield them from small matters.  However, if the matter is consequential and if it is likely to be an issue ultimately deserving of the board’s attention, then you owe it to them to inform them up front. 

• Don’t surprise the board

Likewise, if you believe a matter that would normally not go to the board but nevertheless is likely to affect them (or church pastors if your school is a church ministry), then immediately alert the appropriate board members and pastors.  Normally, it is the administrator’s responsibility to discipline students or terminate employees.  These are matters that fall under the jurisdiction of the administrator, not the school board. Nevertheless, if you have a situation that you have reason to believe will come to the attention of board members or pastors and that may cause them concern, or that may put them in an awkward situation—call them immediately.  In other words, do not put board members and pastors in the awkward and  unfair position of being confronted in the parking lot by a disgruntled parent or employee about an issue that they know nothing about. 

You will need to use judgment as to what situations should be brought proactively to the attention of board members and/or pastors.  Here are a couple of real-life examples to illustrate how I tend to address “dicey” situations.

Significant Student Disciplinary Matter

If the disciplinary matter is severe (e.g., multiple-day suspension or expulsion), I will typically call the board chair and inform him or her of my disciplinary decision (or that of a dean or principal)  and the reasons behind it.  I will then ask the chair if he or she has any questions or suggestions on how better to handle the situation.  Typically the board member expresses appreciation for being alerted to the situation and concurs with the decision.  In some instances, the board chair has provided very helpful suggestions.  There are several positive results of taking this approach:

1. The administrator gains wisdom and insight form the board chair

2. Trust is reinforced—the board chair (and the full board) know that I seek to honor them by avoiding unpleasant surprises

3.  Should a parent corner the chairman or other board member, he or she is able to say in effect, “yes, the superintendent consulted me about that…decisions of this nature fall under his jurisdiction…we support his decision….”

Terminating an Employee

The board should not be surprised by the termination of employees.  While it is the administrator’s responsibility to make hiring and firing decisions, the wise administrator will alert the board well in advance of potential dismissals.  My general approach is to highlight any personnel concerns I have in my monthly report to the board, including the reasons for my concerns, the steps I am taking to address them, and the potential of terminating or not renewing the employee(s).  Such forthrightness has the advantage of inviting the wise counsel of the board,  avoiding surprises, and fostering trust and support.

If a situation arises suddenly requiring an immediate response, I call the board chair (and appropriate pastor(s) if the matter may concern the church-e.g., if the employee has deep connections with the church) to alert him or her to the situation.  Depending upon the situation we may decide to convene the Executive Committee of the board to pray about and discuss the matter in more detail. 

Here is a concrete example.  I once had a situation in which the employee’s conduct was such that it justified termination.  The employee had long standing and deep connections with the school and the church.  Rather than handling the matter in isolation, I proactively called a meeting of the Executive Committee of the board and appropriate church pastors.  I reviewed the entire situation with the group—honestly and objectively, outlined my intended course of action, and solicited their prayers and godly advice.  I then proceeded to handle the situation based on the advice I’d received. 

Sure enough, the spouse of the employee setup an appointment with one of the pastors.  The spouse, after explaining what had happened asked, “Did you know about this?”  To the spouse’s surprise, the pastor was able to say, “Yes, I am aware of the situation.  The superintendent met with us to inform us of the situation…..” 

The result?  Trust and confidence were maintained with the board, the positive relationship between the school ministry and the church was reinforced, godly counsel was sought and received, a very hard decision was made, there was minimal fall-out because key leadership was informed, and our students and staff ultimately benefitted from the decision.

Do not mischaracterize or minimize a parent’s concerns

Although board members should never entertain the concerns of individual parents without going through the administrator, it happens.  If asked by a board member about Mrs. Jones’ concern, the temptation is to put the best spin on the situation, usually by downplaying the legitimacy of the concern. Doing so is dishonest and unfair to Mrs. Jones’ and to the school board. 

To avoid the problem, I ask the parent put to put his or her concern in a letter to the board for me to take to the upcoming board meeting.  The parent’s written letter reduces the likelihood that I will misinterpret or misrepresent the parent’s concern.  During the meeting I ask the board to read the letter, I provide my perspective on the matter, answer any questions that they have, and solicit their advice.  A decision is made and I communicate that decision to the parent. 

Obviously, parents will sometimes go directly to a board member with a concern.  Board members should always refer the parent back to the administrator for a response.  I address this matter below.

• Don’t sweat the small stuff

Although attention to detail is important, do not take up the board’s valuable time with relatively minor matters.  Stay focused on the larger picture—school development and growth, long-range planning, major new policies, school finance, curriculum development, staff training, etc.

• Do not die on the wrong hill

There are some matters worth fighting and dying for or being fired over.  Most matters do not rise to this level.  Choose your battles carefully.  Is it really worth creating ill will and conflict with the board over the school calendar, the dress code, the bylaws, or some other relatively minor issue in the grand scheme of things?  Probably not.  I for one, am going to be very careful where I “plant my flag.”  

• Do not be defensive

As a rule, I have found that the more competent, self-assured, and humble (no that is not a contradiction) the administrator, the less defensive he or she is. If confronted by a board member with a concern or even an accusation, listen!  Don’t immediately jump to justifying yourself or the situation.  Ask questions.  Seek to understand.  One of my favorite quotes from Steven Covey is, “Seek first to understand and then to be understood.”  Be honest.  If you screwed up—admit it, fix it, don’t do it again, and move on.  If the board member is mistaken, provide accurate information in a godly, calm, and professional manner.  DO NOT GET EMOTIONAL AND ALWAYS MAINTAIN THE HIGH MORAL GROUND REGARDLESS OF HOW THE BOARD MEMBER (OR BOARD) IS RESPONDING.  Stick to the facts and only the facts.  Do not assign motives to others.  Do not editorialize.  Do not react—instead, respond.

• Do not throw the bylaws in their face

  It is not wise to “throw the bylaws” in the face of the board, even if the board is violating those bylaws.  Bylaws are important and should be followed.  However, I do not believe it is the administrator’s responsibility to enforce the bylaws—it is the Board’s responsibility.  What if they are violating the bylaws?  I recommend setting up a lunch meeting to discuss your concerns with the board chair and leaving it at that.  In most instances the violations are relatively insignificant in the scheme of things.  Ultimately, adherence to the bylaws is not the key to healthy administrative/board relationships nor to the health of the school. 

What if the violations are of such a nature that they materially compromise the integrity of the board or your integrity?  Under such circumstances, if the board chair or board are conducting business in a manner that is illegal, immoral, unethical, and/or in clear violation of the Scriptures and if the behavior is not being addressed by the board chair and/or church leadership, you may have to resign.  I caution, however, that you should consider carefully the nature of the “violations.”  Are they substantive? In the grand scheme of things does it really matter?  If the answer is no, address it with the board chair and then let it go.  If, on the other hand, the violations are important, substantial, and threatened the health of the school, church (if applicable) or  the testimony of the Gospel, and if there is no evidence that the board will correct the problem, you may need to resign.

• Don’t speak negatively about the board or board members

Unless you have reason to be dealing with a Matt. 18 issue with the appropriate individuals, you should never speak negatively about the board, individual members of the board, or board decisions—period.  You should never go home and criticize board members or board decisions to a spouse.  You should never go to school and express disappointment, disagreement, or any other negative sentiment or comment about  a board member, the board, or board decisions to anyone.  When you leave the board meeting, it is your responsibility to support and implement board decisions to the best of your ability.

If you cannot in good conscience publically support the board’s decision, and the matter is of a substantive theological, moral, or legal nature, and you have exhausted appropriate steps to address the matter, you may need to prayerfully consider moving on.

• Don’t say “they”, say "we”

Similarly, unless the matter is a substantive theological, moral, or legal matter that you cannot in good conscience support (in contrast to a personal or professional preference), use the plural “we decided” when communicating board decisions and actions to parents and employees, even if you disagree with the decision.  If you say, “The board decided….”, you imply disagreement (perhaps in an effort to retain the good favor of those with whom you are speaking) thus fostering division. 

You may ask, “isn’t that dishonest?”  No.  You are an ex officio member (or should be) of the board.  This means you “own” the decision, it is “our decision” not “their decision.”  In other words, do not play “good cop, bad cop.”  In a board meeting you should vigorously and respectfully share your perspective and even disagreement.  Once a decision has been made and you leave the board meeting, it is “our decision.”

To Board Members

If you have had several administrators over a relatively short period of time, if the school continues to struggle after several years of operation, if there has been a history of tension or conflict with the heads of school—the problem probably lies with the board.  Take a moment to reflect prayerfully and candidly on the following list of typical mistakes.  Are any of these true of your actions?  Has or is the board making any of these mistakes?  If so, sustained action needs to be taken to correct the problem(s).

Typical mistakes boards make:

--Failing to recruit and retain a competent administrator

--Failing to disclose (being dishonest about) the true status of school operations to a prospective administrator during the interviewing process

--Failure to properly compensate the administrator

--Treating the administrator in an unbiblical manner

--Developing policies that make it difficult for the administrator to keep the school on a financially and academically sustainable course, e.g., setting tuition rates too low to support excellence, not properly capitalizing school operations, etc.

--Failing to consistently follow school policy and the bylaws

--Making decisions based on personal preferences or agendas

--Interfering with administrative affairs, trespassing upon the prerogatives of the administrator

--Attempting to micro-manage the administrator and/or school operations

--Spending too much time on relatively minor matters, e.g., dress-codes, uniforms, the calendar…

--Electing board members because of friendships or to gain allies in promoting a personal agenda or personal preferences rather than making selections based on the spiritual maturity and expertise of the board member and his or her demonstrated support for the school and Christian education

--Permitting board members to have their children enrolled in other schools

--Giving an ear to complaining parents or employees rather than directing them back to the administrator to address

--Surprising the administrator with a difficult matter during a board meeting

--Gossiping about or back stabbing the administrator

--Overturning decisions made by the administrator unless his or her decision was immoral, unbiblical, illegal, unethical, or threatens the stability and sustainability of the school

--Failing to pray for and encourage the administrator

--Failing to cover the administrator’s backside when needed

--Failure to engage in board member training

--Failure to support difficult and sometimes controversial decisions, e.g., the expulsion of a student(s), holding parents accountable to pay their tuition bill, or the termination of an employee regardless of his or her school or church connections

--Failing to hold individual board members accountable for their actions, e.g., not fulfilling his or her responsibilities or fostering division

--Focusing on the short-term rather than long-term plans and programs

As I stated above concerning administrators, the board has a biblical obligation to “Do Unto the Administrator as You Would have Him/Her Do Unto You.”  This is simple and self-explanatory: do not say anything about or do anything to the administrator that you would not want him or her to say about you or do to you if the positions were reversed.  More positively, be intentional in supporting and encouraging the administrator and in promoting his or her leadership, welfare, and reputation.

When Boards Behave Badly is an excellent companion article highlighting problems facing many school boards.

An Invitation to Administrators and Board Members to Respond

What is your reaction to this article?  What advice would you offer to administrators?  What advice would you offer to board members?

You can leave your comments on this blog or on the Facebook discussion board for this topic.