Transcript
Speaker: Hey Rick. Yeah Andy. Do you remember the joke I told you about the chiropractor? Hmm, I'm not sure I can recall that one. Yeah, I told you about a week back.
Speaker: ah
Speaker: Welcome to the Enrollment Marketing Geeks podcast for school leaders, a conversation designed to help your team pursue wildly important enrollment goals and ridiculously practical seasonal priorities. Hosted by Rick Newberry with Enrollment Catalyst and Andy Lynch with Tassel.
Speaker: Enjoy the show.
Speaker: Well, everyone, welcome to the Enrollment Marketing Geeks podcast for school leaders. I'm Andy Lynch, president and CEO of Tassel. And with me is my good friend, Dr. Rick Newberry with Enrollment Catalyst. Rick, say hello. Hey everyone.
Speaker: Thank you, Rick. The fifth podcast in a series focusing on the unique contributions from school leaders in the pursuit of healthy enrollment. This is number five. We've covered head of school, and the role of the director of admissions, the director of marketing, faculty and staff. And today we are focusing on the role of the board and their unique contributions to ah the pursuit of healthy enrollment. You know, they have a unique set of responsibilities in the context of pursuing healthy enrollment. The board's not the one giving the tours, certainly not placing digital ads. It better not be
Speaker: building websites, et cetera, you they operate at ah at a higher level. and And for many of our listeners, the marketing folks, the admissions folks, folks in school leadership, heads of school, making that connection between how the board contributes to healthy enrollment, it may not be top of mind when we think about enrollment.
Speaker: but they they in fact have a tremendously important role and responsibility and have unique contributions to the pursuit of head enrollment. And today we have a special guest to help us unpack this topic. Our friend, Dr. Bill Mott, author, speaker, head of school, interim head of school, consultant, all around great guy. Rick and I have both worked with Bill over the years and ah rick Rick, Bill's on our on our short list of of favorites in school world, isn't he?
Speaker: That's right. Yeah, we love connecting with Bill, seeing him at conferences and hanging out over dinner, and obviously working with him at the variety of schools that he's been leading over the years.
Speaker: Yeah, you and I have both had the privilege of working with ah Bill when he's been in leadership at schools. Currently, he's interim head of school at Westminster Catawba Christian School in Rock Hill, South Carolina. where we both have ah helped ah help that school, Rick.
Speaker: ah Bill has authored four books, The Board Game and ah in 2012, Super Boards in 2014, then Healthy Board Successful Schools in 2019 with a revision of that book that was released earlier this year.
Speaker: ah So delighted to have Bill with us. He's been head of school, interim head at multiple schools across the country. And Bill, today you're working with ah boards, helping them with governance issues, leadership challenges, and more leading board retreats. So, so good to have you. Welcome to the podcast. Tell us a little bit about the work that you do with school leaders, Bill.
Speaker: Well, first of all, Andy, thanks to you and Rick for having me on the program. I really appreciate the opportunity to share some of my thoughts about this topic with you guys and your listeners. So it's great to be great to be with you all today. Yeah, my background has been for a long time with independent faith-based schools, and it's been a real privilege to work with these schools over the years. And one of the things that I found early, kind early on in my career as being ahead is the central role of the governing board and how they
Speaker: connect, interconnect with the school, but particularly with with the with the head of school. And that relationship is so key. And I found that one of the things that that drives the success of a school is the health of the board. And so when when you put that combination together, you realize that all of those things are kind of interconnected with enrollment, retention, all of those things that were relate to that. So the the stronger the board the the stronger the head has to lead the school in ways that yield to the most the most productive results when it when it comes to enrollment management.
Speaker: Yeah, thanks, Bill. Again, it's great to have you on our podcast. I'd like to kind of really start with the big picture. um How would you describe the role of the board in the pursuit of healthy enrollment in a school?
Speaker: You know, Rick, one of the things i have discovered, I know you all have as well, is culture is so critical. And that includes culture of the board and the way the board interacts with one another, and in particular, the way that they interact and support ah the head of school.
Speaker: That relationship is key. And so when they when the head feels like he has got the support and the trust of the board that allows the head to work effectively and whatever whatever is going on with the school. And we think about enrollment is a key, key element, as you all know very well from what you all do. You know, a strong enrollment yeah is is indicative of a strong school and a strong school has to have a very healthy board and its relationship with the head is so is so critically important. So in some sense, it seems indirect. And I and i get that, as you all, Andy mentioned in is and his opening. But it's it's ah at the same time, it's very impactful because I know as a long-term head of school, when I've got the the freedom to know that I have the support of the board, they're behind the decisions that we make. It frees us up to be to be creative in that process of of enhancing the enrollment in the best ways we can that are in the best interest of the school.
Speaker: Yeah, that's that's very key. I like that point that you're highlighting here about the head of school having the support of the board, you know, because they're both working together, you know, being able to focus in on driving the school into the future with the strategic plan, the growth goals.
Speaker: um Healthy enrollment is certainly an area of focus among both. And when that head of school has the support of the board, I believe that's where the head of school can really shine and move forward.
Speaker: Because if there's constant conflict between the board and the head of school, it's going to be really challenging to move forward in that goal in the pursuit of healthy enrollment.
Speaker: yeah That's right. you know You know, one of the things I say, it's almost a cliche, but you have to, you know, the board has to trust the process. The board needs to trust the head and his or her leadership team to understand, again, as you all know so well, the the importance of how you market the school for the for the to maximize enrollment. So the board doesn't need to be involved, but the board needs to support and trust the process to allow that to move forward without, as you say, Rick, without interference.
Speaker: Yeah. Bill, there was something in your response that struck a chord with me. And and i'm I'm curious about ah the how the board can shape culture. They're not within the four walls of the school every day.
Speaker: ah They're not on campus in the classrooms. But you talked about the board's connectivity to shaping culture. And i'm I'm curious to hear more about how you see the board's influence in shaping the school culture?
Speaker: Well, ah for me, culture begins with leadership and leadership begins with the board. They're therere at the top of the org chart, if you will. And it kind of starts with them and it sort of permeates through the school, ah through them and then through the head. and his or her leadership team and then faculty and staff and students and parents and all the different constituencies so for me you've got to have it at every sort of age and stage as as as you all can talk about so it starts with the board and the board has to has to lead the way and and having a very positive culture and having that you know sort of seep into everything else that happens at the school and that process begins and i could talk a long time about this about how how do you recruit you know as as rick uh andy like to say they're sort of the right fit board member uh the one with the best possible attitude about how to move the school forward and that's what we're looking for ah individuals and and individually and collectively understand that how they work how they function how they interact impacts everything else. So it starts with them and it then it goes through throughout the organization. and you know, I'm a big believer, in as I think you all are, too.
Speaker: Culture is such a driver for ah success. ah You know, people who are positive about the school and want to be a part of something that they really think is impacting their children and making a difference and changing their lives. That's that's kind of what, at you know, at the base of it, where what we're all about.
Speaker: Yeah. So that board composition is huge. Having people with the right mind mindset, that balance of optimism and reality, shape and culture from the top down. So, so let's, let's talk about this concept of accountability. I've heard you say many times before Bill, that ah the board has one employee, the head of school.
Speaker: And with that comes accountability, particularly in the context of of this conversation, accountability regarding not just the the volume, the total number of students enrolled and families engaged, but also the the health of the enrollment. So let's put these concepts together. how How can the board, how should the board hold the head of school accountable in that pursuit of healthy enrollment? Not not just numbers. i mean, granted, you have to have a certain number to... to be yeah ah to hit your operating goals. But ah how do you think about the board's ah position holding the head of school accountable in the pursuit of healthy enrollment?
Speaker: I think when I think about accountability, what what really to me is the is the essence of the issue is shared responsibility. So in other words, it's not just the board holding the head accountable, but we all hold each other accountable for the outcome that we're that we're seeking. Now, to be certain, there are they are qualitative markers that heads realize that they have to hit and in terms of When I think about it, ah ah budget, enrollment, retention, all of that is is an interconnected enterprise that is what drives the school. And the head knows that, again, he or she is responsible for that, but that it's a shared responsibility. The board can't simply say you're here to do what we tell you to do and hit these certain markers.
Speaker: But when you think about accountability, they these are shared goals based on agreed upon priorities of the school that the head realizes that they have to implement.
Speaker: But it's not just a top down. it's Again, it's a shared goal. partnership and relationship that says, here's how we're going to get there together. Understanding that the board has its particular role, its particular lane, but its relationship with the head ah really is what defines what's going to be successful or less than successful in the whole enterprise about being held accountable for something.
Speaker: Yeah, I think that concept of shared responsibility is is very, very important as we think about accountability. Let's let's think about how the ah school leadership would actually be reporting to the board about enrollment in marketing.
Speaker: What does that what does that look like Is it just coming from the head of school or is the marketing and admissions team involved or supporting this report back to the board in some way? and to Talk to us about what you've seen that's very effective in this reporting relationship.
Speaker: and And I found that different schools address this issue differently. One of the schools that I was the head of, we had um we had an enrollment program market and marketing committee and and development enrollment marketing committee.
Speaker: it was ah It was a board committee, ah but their but their role was more input and support as opposed to policy, if you will. And in that case, ah there was a chair of of that particular committee who's on the board, and that individual along with the head of school gave the report to the board each time the board met. And so the board had, in a sense, a sort of ah front row seat as to what was going on ah during the year with enrollment marketing. and and and you know what we were doing in terms of what what our goals were for each of those particular areas.
Speaker: I've seen other schools in which they've actually invited that staff person, that staff leader, director of enrollment and marketing, to be the liaison with the board and and actually attend board meetings and give that report. In other schools, i have I have been, as the head of school, been the representative of that group. And I, as a part of my report,
Speaker: would share where we are with it with any particular initiative. As you all, as you all certainly know, when you think about enrollment, in essence, that is pretty much set at the beginning of the year.
Speaker: But what is going on throughout the year to position the school in the best possible way for kind of what's next? We know where we are right now, but where are we going? What are the,
Speaker: What are the trends? What are the some of the things and issues that we can talk about that we can bring to the to the attention to the board so they'll have a better sense of what the landscape of enrollment and marketing and what some of the what some of the coming trends are. that they can be more aware of throughout the year. And that that message, again, it's sometimes it's been carried forward by me as the head and sometimes it's been carried forward by the the person in that direct role, whether they have the title of a director admissions or director of enrollment management and marketing. That's how that typically works.
Speaker: You're listening to the enrollment marketing geeks podcast for school leaders hosted by Andy Lynch with Tassel and Rick Newbury with enrollment catalyst. Visit enrollment marketing geeks.com to access free resources and learn about upcoming events.
Speaker: That's enrollment marketing geeks.com.
Speaker: So Bill, um, I would like to hear of an example where a board maybe got more involved in their zeal to be helpful. Perhaps they got more involved in the enrollment management function than they should have.
Speaker: ah does Does anything come to mind where you felt like, hmm, they're overstepping here. that's they're They're getting in the wrong lane. Can you give an example of that? yeah Yes. um And I think, you know, back to what I said earlier, when you when you went in the board recruitment process, when you set expectations, one of the things that you share with a prospective board member is this is a this is basically a hands off endeavor. You you don't have any ah and influence in terms of the admissions process.
Speaker: I understand clearly that many of our boards include current parents at the school. And it's always a challenge to take the parent hat off and put the board hat on. I i totally get that. I've been in that role myself with my my children's schools when they were private schools. So i understand that. And i think what happens is somebody comes to a board member.
Speaker: and they want to help they help this person and maybe that person is their friend and they and they want to say, yes, I can help you with that. i can I can kind of move that process forward because I am a board member and I can go to the head of school and I can influence the of school about the admittance of a particular and particular individual. And so I think that is a slippery slope.
Speaker: um I think That happens infrequently, but when it does happen, it it causes anxiety for the head and for the admissions team when when a board member has sort of stepped into that lane, not knowing the sort of the direction of the oncoming traffic, if you will.
Speaker: um the You know, one aspect of it is is in the okay lane, and and that is, I don't mind a board member bringing a name to my attention. I never want a board member speaking directly to the to the director of admissions. But if they want to bring a name to me, i don't have a problem with that. But that's where that ends.
Speaker: I just want you to be aware that so and so is is is going to be applying or has applied. That's OK. But beyond that, no, no, no influence. no going to bat for a particular individual.
Speaker: That is strictly a management or or an operational issue, and that that it clearly is not and the board's lane when I think about, you know, boards are about mission, they're about strategic planning, they're about fiscal responsibility, and they're about hiring and supporting the head of school. And this falls under hiring the support the head of school, that they stay away from any kind of and role in the in the admissions process.
Speaker: I know one scenario that Rick and I bump into periodically is the board saying, I think we should have a billboard at this exit, or I think that we should take an ad out in the playbill in this symphony ah program.
Speaker: And then the marketing and admissions people like, our budget's already spoken for. What do we do with this? This has been handed down from on high. How are we going to make this work? so So what guardrails do you recommend for board involvement? I think that would be and important for us to address.
Speaker: I think it's important to stress to the board well the way in which we do market and why it's effective versus other ways, which as you all well know is not is not as effective.
Speaker: And so to be proactive as opposed to reactive as much as you can and and share with share with the board and part of that sort of their role in the as being a board committee here's Here's what we do. here's Here's the kind of marketing that we're doing. Here's why word of mouth works. And here are the different things we're doing in terms of social media and website and those kind of things.
Speaker: So when the question does come about the billboard or about the ad, it's it's an easier way for us to say, we We know that that's not as effective.
Speaker: And we're asking you once again to trust the process and this whole relationship relationship issue, because we have a very clear understanding what works and what doesn't work. And one of the reasons we know that is to be true is because we've worked with Rick Newberry and Andy Lynch.
Speaker: And these these two guys are the leading authorities in the country. And this is what they so they share is what we should do. So that's the way we're going to go forward. It's brilliant response. That is. I like that. But, ah you know, and at least today in today's world, I think, I'm seeing less and less of that. I think boards, as is everybody, is beginning to really come to the understanding that the the way to market a school is not the way we did it 10, 15 years.
Speaker: 20 years ago. We now have a really pretty good empirical picture of what works and what's effective and what is not. And so when the board starts to go down that path, we we can quickly say, look, there's strong evidence of what works and what doesn't work. Appreciate your thinking about us, but here's here's what we know to be effective in terms of how we're going to market.
Speaker: Sure. Yeah, as you were talking, Bill, you know, one of the things that popped into my head as we think about these guardrails is actually on the positive side, ways for board members to be involved in the healthy enrollment effort.
Speaker: And then that's what I think of a board member as being an ambassador for the school in the community. And I'd love to just hear your thoughts about what your expectation would be for a board member to have this presence in the community, to be able to champion the school to their their peers, their connections, not only for fundraising, but also to be able to advance the growth of the school.
Speaker: yeah i think Yeah, I think that's a really important point. And and when i when I talk with boards, when i conduct board retreats, one of the things I share with them is, yes, you are to stay away from the operational side. But on the other hand, you do have you do have influence and you can serve as a very effective ambassador. You have spheres of influence in your sort of your own universe. And when there opportunities to present themselves for you to speak into what's going on at the school, you should take every opportunity to to do that. So you should follow what the school is doing on social media. You should be very familiar with with what what is said in the mission statement. So when opportunities to present themselves, the, you know, the cliche of the elevator pitch, if you will,
Speaker: When that happens in the community, you need to be ready to be able to speak to. well let me let me tell you why this particular school is really great. You know, either my children are there or my children went there or I know somebody that's there. I'm on the board. Let me tell you what what we're doing that I think is really impactful in terms of the student experience. Absolutely. I think that's an important role.
Speaker: for the board to play because, you know, typically these are, depending on the size of the board, a number of very influential people um in your community and can speak and can speak in in areas that, that you don't have necessarily access to and they can gain access for you. i i remember one school that I was the head of. I would often ask the board, any of you all that are members of civic clubs across the region,
Speaker: see if you can't get me on there on this they're always looking for speakers to speak at rotary or lions or exchange or whatever it might be it gives it gives us an opportunity to reach into the to the community and to a base of supporters and potential students where we might not have that and if you didn't reach out in such a way and i think sometimes they don't realize that that's that's an important role ah for them to play. It's not necessarily a functional but responsibility.
Speaker: It's not fundamental, but it is out there for them, for those that that can help us in that way. and I think it's very important for them to be aware of that. Yeah, exactly. I've heard it said before that, you know, one of the primary roles of the board is to give themselves, you know, financially to school or get others to give or get off the board. You probably have heard that before. I apply that to recruitment.
Speaker: you know, part of their goal is to recruit ah and to get others to recruit and enroll in the school, or they should be removed from the board as well. I mean, it's it's one of those active roles. Now, you talked earlier about the the committee of the board that might focus in on enrollment and marketing. I'd like to just probe a little bit further there. Do you think that that should be an active part of the board structure, that there should be this committee and what would they be engaged with in those conversations?
Speaker: Well, because I think this issue is so central to the health of the school, um in the In the back of the of the book, I have a template for a board bylaws. And I actually have this as a standing committee committee. And I don't want to confuse the issue because, as I sort of mentioned earlier, it's more advisory than it is policy. I'm not looking for the board to provide um development or enrollment management and marketing policy.
Speaker: What I want them really to be is a sounding board and a representative to that to those areas of the life of the school. So I wanna get people on that committee who really kinda understand and who can share effectively with the rest of the board, the sort of the centrality of enrollment management and marketing. So I like to have it as a standing committee.
Speaker: As the liaison to that, it's usually it's but myself as the head of school, it's usually the the director of development or whatever the title that might be, and the director of enrollment management and marketing.
Speaker: and then four or five and then four five or so board members. It's our opportunity to interact with them in between the board members. members And I said earlier, it's it's really to to influence their thinking about what is going on in these particular areas that we can bring the latest trends and and all of those kinds of things and what's going on at our school and what we're doing in terms of word of mouth or our our interaction with you guys. i like I like to think of it as a standing committee. In many respects, it's one of the most important committees. Now, i would argue that the
Speaker: probably the Committee on Trustees, that whole recruitment and education board members, that's probably the most important, along with perhaps finance. But I think this one is is just up there with those that kind of speaks to this issue of enrollment and marketing, because, you know it's so central to the life of a school for there to be healthy enrollment. And of course, I'm reaching to the choir here on that.
Speaker: But so the board's understanding of that, I think is is in everybody's best interest. Not that they're telling us what they're what to do, but we're sharing our thoughts with them and saying, what do you think about this in terms of what we're moving forward with in terms of objectives and priorities for the school in this area?
Speaker: Yeah. ah Bill, I'm i'm curious. In the work that Rick and I do, we see schools that are in some cases coming into an understanding that, you know, we should be taking our marketing more seriously.
Speaker: um Perhaps they've been over-relying on word of mouth and they've been doing pretty well, but then they realize like, huh, We've taken our eye off the ball here. um I'm curious, but how have you seen that play out where the board um reaches this realization that we've got to get serious about telling our story and investing in marketing? We haven't been used to doing that.
Speaker: And in some cases we've had conversations with marketing admissions folks who say, i wish our board would value the the role of marketing and admissions more. Any advice for folks in those seats who are trying to to put some upward pressure on school leadership to take this more seriously?
Speaker: Well, and I think that's one of the reasons I like having this committee. And I think another aspect of this is this this committee can have some influence on the on the and the the marketing budget for the school. Yeah. that's you In my view, it's never quite enough. i would like to spend more because I know the the cause and effect.
Speaker: If you will, the the return on investment, i think, is always there if you're doing marketing ah correctly. But, yeah, I think it it's to me, it it's like John Maxwell says, everything rises and falls with leadership. And I think in this particular case, it's really imperative that the leadership understand.
Speaker: ah how important this is. And if we have temporarily taken our eye off the ball, then what do we need to do? And I think the head has to play a significant role in that. And I think the the the leadership in terms of enrollment management and marketing has to play ah a role in sharing with the board how important this is. Because once we once we sort of see begin to see a slide in enrollment or or something else that is causing our our enrollment to decline or not be in the place where it needs to be, somebody has to say, what important?
Speaker: not what are we not doing well in this area and that's going to end up back uh at the foot of the board because somebody's going to have to say look we need to devote more resources to this particular area so for example again as you all know whether it's a marketing plan or it's an update or redo of the website these these are these are critical factors that require the resources. And it's a board that has to have the has to have the wisdom to see that, oh, this is this is where we need to expend some money to make this thing work. we We just can't rely on what we used to do and have some sort of false expectation that sort of, if you build it, they'll come. It's got to be more purposeful and intentional. And at the end of the day, it's it's the leadership of the head and his relationship that the board of the with the board that's going to carry the day on on that on that particular aspect of it.
Speaker: had Really good. um So, Bill, as we wrap up, any final thoughts thoughts to share with our listeners on how the board can best support the pursuit of healthy enrollment? Anything else you want to share?
Speaker: Yeah, i think there I think there are some kind of key takeaways for me whenever I think about what what the board should be about. and And I kind of go back to what I said at the very beginning. I think about think about support.
Speaker: I think about trust, trusting the process. I think that's critical. One of the one of the keys to my book is unity, ah having a shared vision of how we go forward together. That that to me at the end of the day is the most influential and productive way for this, excuse me, for this for this to work, support, trust, trust.
Speaker: all of those things are what make this is going to be a successful enterprise and that's what we want we want the best possible student experience and if that's if that's our goal and our mission is our goal then there are ways to achieve that that are very intentional very purposeful very uh proactive so those are the things i think we we must be sure we've got we've kind of wrapped our arms around and or walking together for in.
Speaker: That's great. Thank you. Yeah, Bill, this has been great. Every time that we have an opportunity to be able to connect with you, we we learn so much. Bill, tell us specifically how you work with schools. I think our audience needs to hear that and understand your role in working with schools with board governance and strategic planning.
Speaker: Yes, yes. like Thank you for the opportunity to let me share that for just a second. I have one thing. I have a i have a website, williamrmrightphd.com, and you'll see all of the the services that i that I provide. You can buy any of the books from the website. also ah speak have the opportunity to speak at a lot of different conferences, sometimes the same conferences where you guys are. and And from that, schools find out about the work that i that that I do.
Speaker: And so those are those are the kind of the primary areas. I focus on board retreats um ah primarily and within that context, strategic planning,
Speaker: I love working with different boards and going around the country and sort of inter interfacing with them and helping them become a best practices board. they They want to be better, but they sort of, in some cases, they don't know what they don't know. And so it's a wonderful opportunity for me to come alongside them and really look at, well, okay, what does enduring success look like?
Speaker: And let's get better. And that starts with a dialogue for the board retreat process. So I love doing that. But the way to find me primarily is through the website or you know through your professional development as you attend these various conferences around the country and around your your region.
Speaker: ah you might You might see me there. And so that's a way to ah connect with me as well. Anyone who can write four books on board governance has to be the leading expert in this subject area. So my endorsement so yeah my endorsement is there for... for schools to take advantage of Bill and his training and planning that he can be involved in.
Speaker: And so as we think about this topic today, there's some several key words that popped out to me. Support, trust, unity, influence, and advisory. And so that to me is is a summary of our conversation, Bill, and really appreciate you taking us through this conversation about healthy enrollment.
Speaker: as it relates to the role of the board. It's been a great series and what a great way to be able to cap off our conversations as we think about the role of the board. So don't forget to check out Bill's website, but also join us in Orlando for the AI Summit.
Speaker: The Enrollment Marketing AI Summit coming up on November 11th and 12th at the First Academy. You don't want to miss that. It's great opportunity to be able to take AI to the next level.
Speaker: So you can learn more and register on the EnrollmentMarketingGeeks.com website. And as always, we like to close out with a dad joke. Hey, Andy. Yeah, Rick.
Speaker: You know, I used to get mad at lazy people, but I don't anymore. Really? Why is that, Rick? Why don't you get mad at lazy people? Because they didn't do anything.
Speaker: Bill, I'm sorry you had to endure that, but thank you for joining us. It's been great having you, and Rick, it's always great to be with you. Great to be with you guys. Thanks.
Speaker: Thanks for listening to the Enrollment Marketing Geeks podcast for school leaders. If you found today's conversation helpful, be sure to follow the podcast, leave us a rating or review, and share this episode with colleague.
Speaker: For more free resources and information upcoming events, visit enrollmentmarketinggeeks.com.
