Start by selecting the right social media coordinator . Getting the right person in the right seat to promote your social media strategy is critical . Trust a wise administrator who breathes the mission of the school , has the ability to clearly communicate its direction , and is wise enough to tactfully respond to comments .
Re-evaluate your digital engagement strategy . Is your website attractive and engaging ? Is it optimized for search engines ? Is your website design mobile responsive and easy to use on smart phones and tablet devices ? Are you utilizing space to positively interact with your community on both your marketing website and your intranet portal where parents look at grades and homework ? Are you actively pursuing the benefits of social media ?
School Business Managers should be actively involved in digital engagement for several reasons .
• It helps develop deeper roots in your community . Connect and promote local activities and community causes via your websites and social media outlets . Allow your digital engagement to be more than just telling your story ; it can be a chance to connect with your community .
• It ’ s free marketing . Releasing the real life stories of your school for free is smart marketing . Take advantage of free advertising on social media . Create a blog or news channel and use it to tell the many great stories happening at your school .
• It builds a positive brand for your school . Continually strive to attain a positive impact for your school brand . Brand management is a vital responsibility of your school leadership .
• You can communicate messages to specific audiences . Your school has many constituent groups : current and prospective families , alumni , athletic supporters , music and theater kids , summer program attendees , etc . Target these groups by using multiple social media channels .
• Broadcasting the latest news is easy . Set up a streaming social media feed for parents and students on your family
4
The Pacific Institute
Guides Strategic
Leadership in Schools
Schools today must have flexibility to stay competitive.
There are more educational options for families than ever
before; new technologies continue to transform how
schools operate. Fortunately, some schools have a distinct
advantage to keep them at the forefront of educational
excellence and to grow their enrollment.
These schools have a relationship with Smart Tuition,
which helps them bring their tuition management
into the 21st century. Smart Tuition now partners
with The Pacific Institute to provide vital help
for schools striving to be competitive, modern
organizations that stay true to their missions of
educating students both intellectually and spiritually.
The Pacific Institute, established over 40 years
ago by two former schoolteachers, operates in over
60% of the Fortune 1,000 companies in the U.S. It
has brought its strategies to over 60 countries across
six continents. The company’s unique method
of transforming the climate and culture of an
organization has helped thousands of companies,
not-for-profit entities, and government agencies drive
performance.
Their methods are particularly well-suited to schools.
Here’s why: It’s easy to make a few changes in
processes or procedures, but if you fail to address
people’s core beliefs about an organization, true
transformation will never occur.
6
The Pacific Institute’s President of U.S.
Operations, Mark Panciera, says, “It’s all about
coalescing and aligning people’s thinking. It starts
with the mindset of leaders and making sure that
the collective mindset in organizations is aligned
and focused on new performance goals, new
outcomes, and tapping into individual potential to
drive organizational performance. We believe that
all meaningful lasting change starts from within the
individual, within leaders, and then cascades out to
those that they impact and lead.”
and other private schools vying for the attention
of parents, it is indeed more challenging to attract
students; but that doesn’t mean it’s impossible.
An abundance mindset is driven to increase
enrollment and attract the best talent. It’s embodied
in a religious education teacher who also considers
himself or herself an ambassador for the school. It
speaks to how the vision must shape behaviors rather
than change them and hope a vision will follow.
The Pacific Institute has seen it happen over and
over again: When faculty members have a vision for
their school, their behaviors are much more likely to
change naturally to achieve that vision.
The Pacific Institute has implemented this
vision shift with the Archdiocese of Philadelphia,
which now has a vision of building saints for this life
and beyond. It’s a vision that certainly rests on the
foundation of education’s history, but it’s also driving
principals, presidents, and teachers to move forward
and fulfill this bold purpose. Enrollment is up.
In the Archdiocese of Philadelphia, there’s been
a marked improvement in communication and
relationships between the leadership and staff
members. Union relationships have improved.
High-performing people have been elevated as they
pursue the mission. Those who are not on board
have opted out, giving the diocese the opportunity to
fill their slots with the right talent. A system that was
once watching enrollment numbers decline is now
thriving.
This can be your story too. If you’re a school leader
struggling to get your team united, The Pacific
Institute can help you clarify, disseminate, and
inculcate your objectives. If you have the vision
but lack the know-how to get it off the ground,
The Pacific Institute can assist with identifying
organizational and procedural best practices.
“We believe that all meaningful
lasting change starts from within the )����٥�Յ���ݥѡ���������̰�����ѡ��)��͍���́��ЁѼ�ѡ�͔�ѡ�Ёѡ��)�����Ё����ѡ�͔�ѡ�Ёѡ�䁱�����t)Q������ѹ��͡������ݕ���M���ЁQեѥ�������Q��)A�������%��ѥ��є�݅́��ٕ������ݥѠ�͍����́�Ս�)�́���́���������Q���ѡ�Ȱ�ѡ�́��ݕəհ����ѹ��͡��)��ٕ́�ԁ�����م�х���ѡ�ӊéչ��э������Ё�����)��ȁ͍�������Ʌѕ������䁉ե����������ȁ��չ��ѥ��)����ፕ�������������ٔ����ѡ�ȁѽ݅ɑ́��չ������()Q���A�������%��ѥ��є��́�ɕ����ѕ�����ѡ�����Ёѡ��)����������������٥�Յ��éѡ����������͕́ѡ��ȁ�������)Ѽ�������������������́ѡ��ȁ������́��������ѡ���)��ѥ��́��������]�����ɽ�Սѥٔ�������́�ɔ��ɥ٥��)ѡ��ȁ��ѥ��̰�ѡ��ȁ��э���́ͭ�ɽ���и��ȁ͍����̰)Q���A�������%��ѥ��є��х��́�䁍��������ѡ��݅�)������͡���ѡ���́����Ё��Ս�ѥ���)Q��́ɕ�եɕ́���������ѡ�՝��́�ɽ�����q͍�ɍ���)����͕ӊt�Ѽ�����q��չ����������͕л�t�Q���͍�ɍ���)����͕Ё����͕́���ѡ��ѡɕ�Ёѡ�Ё�����ѥѥ��)�ɕ͕��̸�]�Ѡ��Չ������������ѕȁ͍����́���ɽ٥��((�((0