Crisis in School Leadership

By: Kordell Norton

How to increase funding for education

 

“The definition of insanity is doing the same thing over and over again, expecting different results”

                                                                 (Albert Einstein)

 

The levies are not passing.  In many school districts and organizations, the leadership is going to the public for additional funding requests and is being turned down . . . . Repeatedly.  Some thinking is that cause is the economy, or a poor local government leadership and support, or various other causes.  But what ever the cause, the question could be asked, “Why are others passing their funding initiatives?” 

 

The argument should instead be focused on the strengths and subsequent weaknesses of the educator mindset - the natural ability to be great managers.  But managers and leaders are not the same. 

 

The most basic equation in business 101 can be given as Revenue minus Expenses equal Profit Dollars (or surplus).  In management speak the Revenue, or “top line” or “store front” part of the equation is often referred to by departments who have accountability for those numbers.  Sales and marketing and the senior management team are held responsible for growing the “top line”. 

 

The Expense line is often referred to as the “back office” or “operations” part of the business.  The core of the business often has this as their focus.  For manufacturers, it is building the widgets that their customers want.  For service providers the back office work is found in the value and service the organization brings to their clients.  For educators the back office or core part of the business is educating the mind of the student in all of its forms and programs.  For some students that is in a classroom, for others it is on a football field, for others it is in the lab of choice.  The instructor, the lab, the school bus, the buildings are all part of the expense line.

 

But look at the culture associated with the business equation.

 

Expenses – “NO!”

There are only so many dollars available.  To make sure the purpose of the organization is met, these dollars need to be given to the worthy consumers of the resources.  When someone wants to do something out of the norm which requires additional use of the finite resources the answer from management is generally “no.” 

 

man•age•ment  –noun

1.         The act or manner of managing; handling, direction, or control.

2.         Skill in managing; executive ability: great management and tact.

3.         The person or persons controlling and directing the affairs of a business, institution, etc.:

 

The definition is one of control, of directing, to administer.  All the terms are associated with building and maintaining the Status Quo or making the world predictable, dependable, and reliable.  All great and worthy causes. 

 

 

Revenue – “Grow”

Can you every have enough money?  Since dollars represent choices, and we want lots of choices . . . we want lots of money.  To grow the top line is to make the Status Quo change to Status GROW.  We want the current “customer” to give us more of their money and the customer who is not giving their resources and funds, we want them to start. 

 

You can get more business out of your current customers OR you can get new customers.  Both are efforts of changing the Status Quo to Status Grow.  

 

What gets people to change the Status Quo?  Inspiration, persuasion, motivation, insights and self interests.  This is all about Leadership.  This is all about Vision and Goals.  It is also all about top line focus and the disciplines associated with it, i.e. marketing and sales.  It is looking at the interests of the Stakeholders and connecting to those interests. 

 

lead•er•ship –noun

1.         The position or function of a leader:

2.         Ability to lead

3.         An act or instance of leading; guidance; direction:

 

Most school officials are trained in the administration and running of the school and its basic core function of growing the mind of the student.  Not in the skills to inspire, persuade, and communicate the intangible future to outside Stakeholders like community leaders, businesses, and the electorate. 

 

Lessons Learned

Leadership implies being the head or part of a team or organization.  And great leaders know that they cannot do everything themselves and that to draw on the wisdom, and a skill of others (to compliment their own abilities and disabilities) is a sign of strength. 

 

Leaders know that in growth there is an element of chaos.  The ship at sea cannot be managed into a perfectly straight line.  But by adjusting the sails in the face of the wind and current influences, the destination will be achieved. 

 

Great leaders can motivate others to take action based on their Vision, Goals and Directions.  In extreme cases men give up their lives to support a great military or cause.  Shouldn’t a great vision and direction cause the electorate to give additional funds in taxes?  Yes, but only if it is communicated to their self interests.  Enter sales and marketing.

 

Why then don’t schools get more support from their Stakeholders?   Could it be that their goals and mission do not connect with the interests of their Stakeholders?   Do your Stakeholders feel like your school has the Stakeholders interests at heart?  Does your Strategic Plan have a plan to connect with the Stakeholders, to get their input, to communicate the value of what the organization does back to them?  All top line efforts have communication at the core. 

 

Things to do:

1. Create a pro-active plan to talk to your individual Stakeholder groups.
2. Schedule a time to get the input from your teachers and staff on directions and feedback.
3. With the management team create short term and long term goals with measurable expectations.
4. Calendar review sessions of the plan on a quarterly basis.
5. Have a plan to teach skills to everyone in the organization on how they can contribute to both the top line and the expenses line.
6.  

About the Author:

Kordell Norton is a speaker, author and consultant on Strategic Planning, recruiting and enrollment growth and team building.  He works with both pre and post secondary education organizations who want to focus on growth and improved leadership.  He can be reached at (330) 405-1950 or kordell@kordellnorton.com or www.KordellNorton.com. 

©Copyright 2007, all rights reserved

About Kordell Norton - The Top Line Guy

Your organization has a strong interest in the "top line" for growth. As a consultant, speaker, author, Kordell Norton works with corporate, association, education and government organizations who want to focus on branding, sales, marketing, strategic planning/leadership, team building, and customer service.

Kordell was an executive with several multi-billion dollar corporations with executive suite positions in sales, HR, marketing and call centers. As a certified Graphic Facilitator, he uses highly visual processes, along with humor, and entertaining methods for powerful, high energy presentations.

Author of Throwing Gas on the Fire - creating drastic change in Sales and Marketing

He can be reached at (330) 405-1950 or at kordell@kordellnorton.com or at his website -  www.KordellNorton.com