How to Respond When Your School Board Members Act Like District Spokespeople

April 19, 2021 by Leave a Comment

Do your school board members keep grabbing the district's microphone? We have solutions for that.

Over the past year, there has been a need for quick and accurate information. In a season of uncertainty, many have turned to leaders such as school board members and other important figures in districts to get answers. However, how do you respond when your board members overstep their boundaries and break the unity of one clear voice. Have they posted on social media before the district has had the chance to communicate its message? Are board members answering questions in a way that does not reflect the views of the district? All of these situations can contribute to confusion and disunity in districts. However, these issues often do not arise without a cause. Pinpointing and issues and finding solutions are essential to moving forward.

Brown Act and Social Media

Effective January 1, 2021, in California, new changes were implemented to the Brown Act in regards to board members using and engaging on social media. The changes do authorize individual Board/Council Members to engage in conversations with the public on an “internet-based social media platform to answer questions, provide information to the public, or to solicit information from the public regarding a matter that is within the subject matter jurisdiction of the legislative body.”  Board/Council Members, however, are not authorized to use social media to discuss among themselves business within the subject matter jurisdiction of the legislative body.  Additionally, Board/Council Members are prohibited from responding directly to any post and/or comment that is made, posted, or shared by any other Board/Council Member of the same legislative body.” Additional legal information regarding these Brown Act changes are explained in this post by the legal firm Atkinson, Andelson, Loya, Ruud & Romo.

Between the changes to the Brown Act and the need for one voice among board members, uniform and intentional communication is essential. 

Governing Guidelines

Governing guidelines and policies help to define board member collaboration and communication. 

Ensure that your Board and Administrative policies on community relations are updated regularly–including reflecting the recent Brown Act changes regarding social media communications–and that your board members are familiar with board policies about community relations.  In most California school districts, this policy usually begins with a clear statement such as this one:

“The Governing Board recognizes the district’s responsibility to keep the public informed regarding the goals, programs, achievements, and needs of the schools and district and to be responsive to the concerns and interests of the community. The Superintendent or designee shall establish strategies for effective two-way communications between the district and the public and shall consult with the Board regarding the role of Board members as advocates for the district’s students, programs, and policies.”


The California School Boards Association provides policy services to member California school districts, including sample community relations policies.  Other state school board associations may also provide these types of policy services.  Sounding Board can also provide assistance in creating comprehensive community relations policies.

The California School Boards Association also summarizes the role of the school board is “…to ensure that school districts are responsive to the values, beliefs, and priorities of their communities.” Ultimately, to best serve the district, communication must be uniform. The CSBA Professional Governance Standards for School Boards states “To operate effectively, the board must have a unity of purpose…” 

These guidelines and policies help in clarifying the role and responsibility of school board members in community relations from a governing standpoint.  However, that isn’t always convincing to board members who want to use communication to show accountability to their supporters.

There are also practical ways to help support board members in fulfilling their duties and provide guidelines to ensure their voice does not overstep their position to help encourage one voice.

Balancing Free Expression with Coordination

It is important to guide communications without restricting personal expression. Often if board members feel the need to share information or speak their mind, there is a motivating reason. Perhaps some changes need to happen within your district, or there are unaddressed issues below the surface. Either way pinpointing the source of the problem is crucial.

Let’s explore how to respond when your school board members act like district spokespeople:

  • Provide talking points: Encourage continuity and consistency through district communication and among board members. Talking points are a great tool. Having clear points will help to make the district’s position clear and help provide organization when board members share information and seek to answer questions. This also allows board members to express concern or offer changes to the notes before communication is shared. 
  • Reinforce the importance of one clear voice to avoid confusion: If there are challenges with Board Members overstepping their role and communicating their own perspective that is resulting in public confusion about the school district’s activities or decisions made, it is important to underscore the importance of speaking in one voice. If key figures share different and even conflicting information it can confuse parents, teachers, and give an image of the district that is disorganized. Facts need to be consistent even if peoples’ opinions on the decisions or outcomes differ.
  • Be transparent and listen: Often board members do not voice their own opinion or share information without motivation or a reason. Finding ways to be more open to board members can help get at the heart of the issue. There are multiple approaches to helping your district be more transparent and open to hearing different voices. Some simple approaches include:
    • A weekly communication to the board: Send the board a summary of district activities, issues being handled and any upcoming events that may interest the board.
    • Hold regular meetings with individual board members: Provide them a forum to raise their own questions, voice their concerns and receive information about matters that are of concern to them individually. 
    • Equip the board members with their own set of resources as a base to confirm the facts about matters that concern the board.
  • Separate personal opinion from official district positions, communications: If a board member feels the need to their express personal opinion, then they need to ensure there is a clear distinction between their own personal opinion and not the position of the board as a whole, or an official district position. If board members want to be transparent and show their opinion, it is important that this is made clear.  However, perhaps this is pointing to a larger issue that should be addressed. Does the school district need to respond more quickly, and be more transparent? Maybe the school board member is filling in the gaps that the district needs to fill. People normally have a reason for reaching and responding the way they do. 
  • Identify a solution: Lastly, once there are strategies to help improve communication, also look inward and evaluate your district communications performance. After connecting with board member, they may express concern or frustration over how your district has been providing information.
    • Does communication need to go out faster?
    • Does the district website and/or social media need to be updated more frequently?
    • Do parents feel there is not enough transparency or means to voice concerns and comments?

Through these conversations with your board members, seek out ways to not only improve board member communication, but also your district’s communication to help get at the heart of the problem. Identify the problem, work through the solution, and create more successful outcomes.

  • Engage Board members as communication ambassadors and partners: Through providing regular communication updates to the board–including an annual communication plan and evaluation of communication activities–the superintendent or communications department can ensure that the board is aware of the effectiveness of the district’s communication plan and strategies, and how the board can play a role in the success of the district’s communication.  Engaging the board members as strategic partners as communicators clearly defines their role versus leaving the board member confused about their role and taking matters into their own hands.

Consistency Matters

Uniform communication across your district can be a challenge but ultimately it helps distribute essential information, secure the trust of your district, and allows for open dialogue. If you want to improve your district’s communication strategies or are going through a season of disordered communication you do not have to figure it out on your own. Sounding Board offers services and resources to help you navigate your district’s communication. Sounding Board can help from launching a communication ambassador program to community engagement, and reputation management from the ground up. To learn more about services or a partnership program that best fits the needs of your district visit https://sounding-board.net/products today!

4 Steps for Battling Misinformation During a Pandemic

April 5, 2021 by Leave a Comment

Overcome the challenge of misinformation in your school district by applying these steps to your communication strategies.

 

Picture of laptop computerA Changing World

As the impact of COVID-19 continues to be a part of 2021 effective and clear communication is essential to sharing crucial information. Without a doubt, 2020 was full of fluctuating, and at many points, inconsistent communication. In a world of interconnected platforms, finding accurate and informative information can be a challenge. Adapting to the impacts of COVID-19 and the dynamic information that comes with these changes, require careful evaluation. Unfortunately, in a changing sea of information and shifting tides, it can be difficult for audiences to establish what information is true and who to trust.

 

As a result, this overload of sometimes conflicting information can lead to misinformation. As more students return to campus for in-person learning, now, more than ever, COVID-19 information and procedures continue to be essential for families, employees, and schools, underscoring the effectiveness and essential nature of communication strategies and stakeholder relationships.  Misinformation has been a part of navigating through this pandemic. But is this an inescapable challenge for school districts, or are there methods to combat the effects of miscommunication?

 

Taking a Closer Look at Misinformation

First, what is misinformation in terms of mass communication? On its face, yes, it is false and inaccurate information however it does not have to be intentionally malicious. Misinformation is sharing content regardless of fully knowing its accuracy or impact. Sadly, sometimes misinformation happens organically in trying to navigate sharing information during a pandemic. When individuals are desperate for details, information is often complicated, and the stakes are high. The purpose of sharing information is to keep individuals informed on what is true so they can be aware of changes and safety procedures that impact their lives. When there is a breakaway from the truth, this breaks down the relationship and trust school districts have worked so hard to develop. Confusing information, rumors, and even simply inconsistent terms causes breakdown of understanding between school districts and the individuals depending on them.

 

Taking a Step Back

It is clear that misinformation can have detrimental effects. While there will always be a risk that misinformation will occur, there are methods for both minimizing and combating its effect. Ultimately, it is not about battling misinformation head-on with opposing messaging, but looking at the bigger picture to evaluate the best way to respond and engage. Having steps and a process in place for misinformation strategies can help prompt a positive and clear relationship with your school district and your audience. With that being said, let’s explore four steps for battling misinformation during a pandemic.

1. Find Out Why

Identify the Issue

An essential first step in considering misinformation is determining why it occurred. In order to solve a problem, it is first necessary to know what the problem is. If misinformation has spread within a school district the first step to combat the issue is understanding the source and the cause. This will not only help in solving the immediate issue but can help prevent future similar problems. 

  • Was the information not clear?
  • Were individuals experiencing information overload?
  • Did people get trapped into group thinking without checking factual information?
  • Were stakeholders not involved in key phases of the process, such as providing input before major decisions?

 

Insightful Responses 

Now that the source is identified it is essential to understand why it occurred and why people believe it. Looking at messaging from the audience’s perspective works to create effective details that the audience wants to know in order to combat the problem. Knowing why individuals believe false information will help in creating messaging that most effectively addresses the confusion. 

  • Empathy is key in problem-solving. Evaluate the information from each stakeholder’s perspective: families, teachers, staff, administrators, students. 
  • What is the issue that faces them and what is the most essential truth they need to know in order to fix the issue? Instead of just sharing opposing information it is better to create messaging that meets and audience where they are at and guide them through the information that will help them get back to the truth.

2. This is Not a New Problem

After a year of being in the pandemic, there is a great need for accurate and truthful information to draw from. However, misinformation is not a new problem. The pandemic has brought to light the need for valuable and trustworthy sources of information. In a world of false information and fake news, consistency and accuracy are needed in developing audience trust. Techniques for dealing with misinformation can happen in a variety of settings. Even though misinformation is sometimes unforeseeable and thus unavoidable what are ways to proactively prepare for misinformation situations? 

  • Parents, teachers, and students look to your district as a reliable source of information. Providing reliable, trustworthy, consistent, and quality content is the way school districts can build the trust of their audiences. 
  • When families, staff, teachers, and students already have a sense of trust in your district, they will look to you as a source of reliable information in moments of confusion and uncertainty. Create and maintain relationships through clear communication. This is essential to plant an anchor in navigating situations and communications related to the pandemic. 

3. Establish a Compelling Narrative – Maintain Trust

Creating clear and consistent messaging is essential in repairing a breakdown in communication. Managing something as complicated as communication during a pandemic can be improved through developing key messages and a compelling narrative. An essential part of developing connection through messages is making sure there is a story. A key difference between information and a story is empathy. Consider your reader and the best way to walk them through the message you want to present to them. Trust is more than just sharing information; it is building relationships. Relationships are best built through stories and clear narratives. Make sure your district’s story works to give a clear message arc. Take the hand of the reader and walk them through where the information is now to where it should be. Creating compelling narratives is what heals the separation misinformation causes.

4. Bring Value Through Accountability

Ultimately, battling misinformation comes from clear consistent communication and puts audience connection at the center. 

  • Accountable communication driven by integrity demonstrates value. Using consistent terms to organize information brings clarity. 
  • When working to repair a break in communication from misinformation it is important information is presented in a way that not only is accurate. Defining terms and using them are constantly just one example. Addressing specific concerns and sharing clear information can help build trust again with families and students. 
  • Uniform visuals work to keep information accessible when there is conflicting information or confusion. Organizing visuals with consistent terminology and designs help demonstrate quality communication. 
  • Ensure your district and its schools are communicating in one clear voice: Provide talking points to your board members, administrators, principals, and other key communicators so that they can provide the same, consistent responses to questions from your stakeholders.  The more people receive those consistent messages from your key communicators, the most trust they have in your communications.

Credibility is built on consistency and accurate information. When integrity is at the center of communication, your audiences’ trust will follow. 

For more inspiration on battling misinformation during the pandemic, you can visit The Drum’s website and read “How do you solve problem misinformation during a pandemic”. Misinformation is a problem during not only the pandemic but in other situations. Knowing how to effectively, clearly, and thoughtfully combat false information is essential for not only sharing the truth but repairing and maintaining the relationships of the school district.

Need help battling misinformation?

If you feel like you are already overwhelmed with managing your school district Sounding Board Marketing and Communications can provide strategic services to assist in communication. For more information visit strategic services and sign up for a 30-minute evaluation. Misinformation has become a growing issue to overcome. Clear communication to establish trust is not only possible but attainable for school districts. Ultimately, clear and trustworthy communication works to battle misinformation during the pandemic and beyond.

 

Top 10 Questions Parents Have About In-Person Learning

March 29, 2021 by Leave a Comment
Are you ready for your school district’s transition to in-person learning?

 

Student wearing a face coveringThis month, we’re kicking off a series of blog posts on Trending Topics….no, not the Kardashians, but real, true trending topics–and challenges-that education leaders and school communicators are facing right now.  

Currently, as schools across the nation are returning students to in-person learning after a year of distance learning, this week’s topic focuses on the Top 10 Questions that parents are asking as their child returns to in-person learning. 

Return to In-Person Learning

As districts are looking to transition to in-person learning, there are many considerations and steps that need to be implemented in order to ensure a smooth transition. Navigating the return to in-person learning is a transition that is new territory for many. Managing communication during the COVID-19 pandemic has been one that has felt like a constant crisis without any playbook, and cannot rely on traditional communications plans. So in this unprecedented season, it is essential to stay proactive in clear and effective communications. Are you ready to handle questions about returning to in-person learning? 

After working with several school districts that have been transitioning to in-person learning, there are some key questions that should be answered as early as possible to prevent rumors and misinformation, and to reinforce stakeholder trust.

Navigating a New Landscape

As school leaders are finding, there is not one correct way to transition to in-person learning. Depending on the grade levels of students being served, classroom sizes, the number of students returning to in-person learning, employee negotiations, state and local health department requirements and more, the planning in-person learning planning process that school leaders are undertaking are detailed and time consuming.  But, remember that this is also a new experience for both students and parents, and they have questions about the process and what to expect. Questions and details left unanswered about transitioning to in-person learning can lead to misunderstanding, rumors, and the spread of false information. Being aware of individuals’ concerns while navigating this new landscape is essential in building and retaining trust throughout this process. 

Proactive Communication

A way to overcome miscommunication is to be proactive and answer common questions ahead of time. Many parents and students have valid concerns about the process and return to in-person learning. Although it is challenging to manage so many details, proactive communication can help demonstrate student safety and maintain parent trust. Implementing a Frequently Asked Questions page on the district’s and schools’ websites, along with the in-person learning plan will help to funnel many of these questions and reinforce trust and your relationships with families.  Share the FAQs via email and social media to ensure that your families see the information.

Student Holding BooksTop 10 Questions Parents have about In-Person Learning

  • What is the schedule? Being clear about the details of the schedule–what days cohorts are attending and during which hours–is an important first question to provide for parents and students. This can be explaining how the schedule will change and similarities to the current structure. A schedule with easy-to-view data will be immensely helpful in funneling initial questions to help accommodate parents. Keep in mind that families need to plan for childcare and adjust their own schedules when these transitions occur.

 

  • How will I be informed about COVID-19 cases in the classroom, on the school campus? Providing specific procedures will help give order and peace of mind to parents so they know exactly what to expect in case of a COVID-19 case on campus. Being clear about covid cases will help show intentionality and transparency.

 

  • What if the teacher or someone in my child’s class is COVID-19 positive? This is an important question for both parents and students to know what to expect. Having clear procedures and expectations and steps to follow will help give clarity to parents.

 

  • Where do I drop off/pick up my student from school? Providing maps and visuals will give a reference to parents. In-person learning will be different from attendance before the pandemic. Communicating specifically the procedures ahead of time for dropping off students will help ensure proper social distancing and safety to help maintain order on the day of returning.

 

  • How will snacks, recess, lunchtime be handled? The daily routine of in-person learning is different from when the pandemic began. What are ways that these daily activities are carried out realistically and safely? This will be an important question to answer not just for parents but students as well since many are curious to see how their interactions with one another will change or feel the same.

 

  • What will be done to promote physical distancing? Since physical distancing can have many applications it is important to define the steps to ensure clear procedures. Having clear expectations and procedures for social distancing will help give peace of mind to parents to see a safe learning environment.

 

  • What are the disinfecting procedures? Demonstrating thoughtful and clear procedures for disinfecting will help to model the promotion of a safe learning environment. What are regular disinfecting practices throughout the day and what are deeper janitorial practices that will be implemented?

 

  • What measures will be implemented on campus to ensure the safety of staff and students? Beyond physical distancing and regular disinfecting what safety measures can students and staff expect? What types of screening procedures will be required of students and staff? Are there similarities and differences between the procedures between staff and students? Include visuals and graphics to help make steps memorable and clear.

 

  • What happens if a student comes to school ill? Addressing possible scenarios helps give clarity to parents, staff, and students on the proper actions and steps to take in case of an illness. This will help to demonstrate further the safeguards in place to promote a safe learning environment in multiple situations.

 

  • Will my child be assigned to a different teacher? This is an important question to answer for both parents and students. Knowing what to expect ahead of time will help in the transition and allow students to best connect with their teacher.

The Bottom Line: Communication Matters

Implementing questions and answers about in-person learning is helpful in not only maintaining organization but builds parent trust. Proactive communication helps minimize the spread of confusion and helps to funnel common questions. 

 

We Are Here to Help

If you’re balancing school/district leadership with communication responsibilities, and you’re finding yourself falling behind on timely and consistent communications across your communication channels, Sounding Board Marketing & Communications can help. You can discover services to help school districts navigate communicating well in an unfamiliar landscape. To learn more about communication services that best fit the needs of your district you can explore Sounding Board Marketing & Communications Strategic Services. Schedule a 30-min consultation today and discover proactive communication to help fuel a positive and impactful transition to in-person learning.

Do Your Surveys Suck? 5 Tips For Creating Better Surveys

November 4, 2020 by Leave a Comment

Over the past seven months, school districts are using surveys more than ever to gather stakeholder preferences and feedback for their COVID-19 beginning of the school year planning and implementation of some form of in-person or hybrid reopening plans over the next few months.

While surveys are and can be a useful tool, a survey’s utility is only as beneficial as its design.  In addition, survey results can have some intended consequences (providing the information being sought), and some very unintended ones, as well (stakeholders holding the results and positioning them as “votes” over the district’s head to pressure their leadership to take certain positions).

One of the biggest mistakes I am seeing right now is that school districts are using the term “survey” to define a number of things, from collecting information about learning preferences, feedback about distance learning, and more.  The problem is, these are not all surveys.  For example, I am seeing a number of “surveys” that are collecting information from parents about whether their child will be continuing to learn in a distance learning or will be transitioning to in-person (hybrid or otherwise) learning. These “surveys” collect student name, school, and contact information data, so that the districts know which students are returning to in person learning and which ones are remaining in distance learning. In reality, parents are not completing a survey–they are completing a registration form. Likewise, if you’re looking for the answer to one specific question, a poll might be a better choice, and if you’re looking for general feedback about your stakeholders’ overall experience with a program or approach to learning, asking for a review could be most effective.

Another mistake I am seeing is that surveys are asking for learning model preferences without providing all of the details to stakeholders.  These questions fail to include all of the known information, and stakeholders may be opting for certain responses without understanding the impacts of those choices.

For example, a five day a week schedule in your district may mean that student cohorts will be split into morning and afternoon schedules, and will spend fewer hours in the classroom.  Learning in person may mean that students will be required to remain with their cohort, will encounter restrictions during recess, will eat lunch in their classroom, and socialization will be greatly limited.

This is not to say that in person learning is filled with insurmountable challenges, but in parents’ excitement  to return their children to school, they also may have certain assumptions of what that will look like, and similarly staff and teachers may also have certain assumptions as they complete their surveys.

Without painting a clear picture of what each survey choice means, stakeholders may be selecting certain options based on expectations and assumptions, and if those are not met, then your district risks creating confusion and disappointment, being accused of lacking transparency and losing trust in the process.  This is why providing clear information to stakeholders in advance of sending surveys is so critically important–you don’t want to create more confusion when you send your surveys.

Maybe it’s been a decade since you took your research methods class in grad school–or maybe you never took a course at all. In any case, anytime you want to create a survey, you need to be thoughtful and thorough.  So, here are five ways to improve your surveys so that your stakeholders feel valued, you will collect the data you need, and you’ll prevent confusion and unintended consequences.

 

5 Ways to Improve Your Surveys
  1. Be prepared. First, establish your survey’s goals and objectives. What information do you want to gather–preferences, taking the temperature of your stakeholders, obtaining registrations?  How do you want to use this information? Would your survey be best suited to be split up into two surveys?  If you have vastly different goals, you may want to consider sending two different surveys so that you aren’t confusing your stakeholders.  Lastly, determine whether a survey is the best approach for gathering the information you are seeking, or if focus groups or an advisory committee would be more effective.  
  2. Be informative. Provide clear information in advance of sending your survey–on your website, through video, and through stakeholder meetings.  Your survey should not be the first (or only) place where information is conveyed.  Make sure you are preparing your stakeholders with the most up to date information before asking them to take a survey, otherwise your survey results will not be accurate, and your stakeholders will accuse your district of lacking transparency.
  3. Be clear.  Are you collecting information, do you want people’s commitments, are you taking a poll or wanting a review?  A survey collects data. Registrations collect commitments.  Polls collect preferences, and reviews collect feedback. So, be clear with your audience about how you will be using the information you are collecting, and clearly and accurately title the survey.  Additionally, avoid jargon, keep questions clear and concise, and don’t ask loaded questions.
  4. Be thoughtful. Based on your survey goals and objectives, develop easy to understand, bias-free survey questions. Make sure that you are not asking leading questions.  Do a test run with friends and family outside of your organization to catch any problems or issues with your questions or survey design.
  5. Be varied. Provide a balance of different types of survey questions being asked, and based on the goals and objectives of your survey, you approach to survey questions should support those goals and objectives.  Hubspot provides a great summary of the different types of survey questions, and how to use them, but here is their easy-to-understand summary of the question types in case you needed a refresher: 
    • Multiple Choice: Multiple choice survey questions are questions that offer respondents a variety of different responses to choose from. 
    • Rating Scale: Rating scale questions (also known as ordinal questions) ask respondents to rate something on a numerical scale assigned to sentiment. 
    • Likert Scale: Likert scale survey questions evaluate if a respondent agrees or disagrees with a question. 
    • Ranking: Ranking survey questions ask respondents to rank a variety of different answer options in terms of relative priority or importance to them.
    • Semantic Differential: Semantic differential survey questions also ask for respondents to rate something on a scale, but each end of the scale is a different, opposing statement. Use semantic differential questions to get clear-cut qualitative feedback from your stakeholders.
    • Dichotomous: Dichotomous survey questions offer only two responses that respondents must choose between. 
    • Close-Ended: Close ended survey questions are questions that have a set number of answers that respondents must choose from. 
    • Open-Ended: Where the survey types above all have closed-ended answers that you input as different options to choose from, open-ended questions are usually accompanied by an empty text box, where the respondent can write a customer answer to the question.

The bottom line: Sending a survey is a lot like Thanksgiving dinner. You’re gathering the family around the table and feeding them the opportunity to share their thoughts. Remember to set your table with care before feeding your family. Your stakeholders will thank you for it.

 

5 Things To Update on Your District and School Websites-Today

September 28, 2020 by Leave a Comment

It’s September 28, 2020, and for many of you, your schools have been in session for about a month now.  Although it feels like it’s been a lifetime, it has been only 4-6 weeks. During this time of constantly shifting priorities, it’s easy to lose site of cleaning the proverbial cobwebs that might be growing on your website pages.

Have you updated and cleaned up your website content lately?  I’m not talking about the millionth-plus-one “Update” that you posted on Friday in response to a recent board or MOU decision…I’m talking about the rest of the stuff you posted since the crazy, ever-changing weeks before the first week of school, and everything since.

I’m currently working through updating a client’s website content on their school reopening and distance learning pages, and as great and informative as that content was before school began, there have been some changes, there is information that is not as useful now, and I want to make sure that their audiences know that those pages are continually updated, especially as the district prepares for potentially opening their school buildings to hybrid learning in three months.

In the hustle and bustle of long board meetings, shifting requirements and policies, and trying to stay on top of the great news that is happening in your district, it’s possible that these updates have slid off your priority list.  But, for a parent who is wading through the masses of information on your website, more information isn’t necessarily better, especially if it’s outdated.  And, if a parent needs to wade through a page of a half a dozen or more date-stamped updates going back three months, it’s really time to streamline your web content.

So, here are 5 things to update on your district and school websites–today:
  • Change all future tense verbs to present tense.  Is your content geared for a parent/staff audience anticipating information about the upcoming school year?  A month in, the school year is off the ground, and no one is anticipating last month’s information.   For example: “the 2020-21 school year, which begins on August 19th” should be changed to “which began on August 19th.”
  • Archive any updates that occurred prior to this week. If you don’t already have a “Process” page as part of your school reopening information web pages, I strongly suggest creating one, which can include a timeline of important decisions that have been made (and ones scheduled in the future) with links to relevant documents and announcements.
  • Clarify which decisions/plans still stand, despite changes to county/state criteria. The state of California has had a couple of shifts to its criteria for loosening restrictions, as elementary school waivers, and if your MOUs and/or board decisions differ from these at all, then it’s important to clarify the district’s plans and timelines.
  • Update timelines: Are the timelines current?  Are they clearly communicated?  Don’t expect that timelines verbally expressed during a board meeting or nestled into a presentation or a report will be read or known by your stakeholders.  Clearly communicate important timelines, and even if timelines are tentative, this information also needs to be conveyed in a transparent manner.
  • Review website categories, page headers, subheads and links. Are your pages still organized in a way that prioritizes the preparation activities for the school year?  Now that information needs have shifted, be sure to rename your website categories, links, headers and subheads accordingly, and ensure that the highest priority information is listed first, and if new pages need to be created for specific categories (especially if certain pieces of information should be housed on its own page, like wellness resources, academic assistance, etc.  Also double check that links to pages are updated.

Through updating and streamlining your website content, you will keep your audience engaged, continue to communicate in one clear and consistently messaged voice, and reinforce transparency.

We’re here to help

If you’re balancing school/district leadership with communication responsibilities, and you’re finding yourself falling behind on timely and consistent communications across your communication channels, Sounding Board Marketing & Communications can help.  Contact us for a free 30 minute consultation, or sign up for any of our services.

What are some other topics that you are keeping updated on your websites?

Leave your reply below in the comments!

 

Don’t Forget About Employee Morale

June 23, 2020 by Leave a Comment

A conversation with a friend the other day shed a bright light on the casualties of pandemic leading, management and meetings. My friend is well-established in his career, works in public education, is in upper management and is an incredibly hard working, and also humble person.  He is the first person to compliment others’ work, always credits the team, and is least likely to accept credit and compliments for his own work.

Since March, COVID19 closed public schools and transitioned everyone into some form of distance instruction and remote work and my friend, like many others, was able to resume regular meetings via Zoom, and continue his work via email, file sharing and telephone.

When my friend contacted me because he was troubled by his feelings of being under appreciated.  As I mentioned before, my friend is not someone who strives for compliments and recognition, so for him to feel this way meant, to me, that many valuable things may be missing in his environment–and probably many work environments of others who are working remotely–that are having an impact on employee morale.  And, there’s nothing wrong with wanting to feel appreciated and recognized–we’re hard-wired as human beings to appreciate rewards for hard work, thanks to our brain chemistry!

Having worked remotely for a better part of my career, there are a few things I’ve learned along the way. The biggest piece of advice I can give to leaders and employees is to be intentional and purposeful when bridging genuine and authentic connections with others.  This doesn’t happen by chance or by mistake!

  • Problem: Lack of Human Interaction: Although Zoom has resumed the “business of holding meetings” they only get the job done of holding meetings and sharing business in meetings. Regular in-person meetings accomplish so much more: the time before the meeting when people have casual conversations to catch up, people sharing the same space creates an environment that reinforces shared norms and values–not to mention eye contact and observing body language, even the time after the meeting’s conclusion offers opportunities for additional casual conversations and banter.  These personal touchpoints allow for bonding and real human interaction.With remote work, these casual touchpoints also disappear–gone are the “watercolor conversations” and drop-in discussions.Email and telephone interactions are typically transactional or, what I call, “lobbing the ball over the net” until you get the ball returned.It is through these in-person meetings and conversations, whether formal or informal, that compliments and praise are easily and naturally provided, smiles and laughs are a part of the environment, and the true culture of an organization ebbs and flows in the everyday.

    Remedy: While offices are still closed (or are limiting the number of employees on site), offer to meet with people one-on-one, over lunch or coffee. Take some time to have the casual conversations, offer praise for their work, and discuss goals.  This interaction may be just what the other person needs to also feel valued.

  • Problem: Lack of Praise: The pandemic has created a crisis-like environment where everyone’s thoughts and actions are centered around the unfamiliar and tackling the situations at hand. While in crisis, teams are in “fight or flight” mode where there is a common understanding that everyone is getting the job done, going above and beyond where necessary.  When in crisis-mode, there is not always time to take a deep breath and say, “We’re doing a great job” especially when the results of the efforts–either positive or negative–are completely unknown.As humans, we’re conditioned to cross the finish line before we celebrate, and we’re even more deeply conditioned to only celebrate if we know we have been successful.  In this pandemic, with public education, we have no idea if our efforts are successful, because we are literally building the ship while we’re sailing it.

    Remedy: The number one factor behind the happiness of employees is appreciation.You still have to remember to celebrate and recognize employees, each day.  According to a recent post from Leadership First: When employees feel valued, they will contribute more and perform better at work. They tend to be more engaged, passionate, and incredibly loyal to their work to help the organization fulfill its purpose and vision. How can you make your employees feel valued, here are a few simple examples according to Bridget Miller:

    • Recognition. Provide employees with the recognition they deserve.
    • Say “thank you”—simple, but effective, and often overlooked. Tip: Consider writing and mailing a handwritten thank you note.
    • Solicit their opinion and utilize it as often as possible.
    • Invest in their continued development.

There are many more strategies one can use to genuinely show their appreciation; these are just a few.

It’s okay to celebrate in the middle of this race–celebrate the small wins along the way. We don’t know how it’s going to end, whether we were 100% successful, and we definitely don’t know where the finish line is. However, you don’t want your team to drop out of the race before it’s finished, so remember to cultivate genuine connections where possible, show appreciation, and keep their morale at the forefront, no matter what–your outcomes will be much more successful.

Running Your Communication Offense & Defense

April 28, 2020 by 2 Comments

Picture showing offense and defenseThe best PR tip I can offer in the midst of COVID-19 (or any crisis, for that matter) is that you should be running an offense and defense at the same time.

This can be a challenge to do, if you’re a one person PR team (or administrator wearing multiple hats, including PR). So, if you haven’t already put together a communication and PR team, start now.

However, it is incredibly important to not only manage the current reality, but also to paint a picture of the future.

I read a great recent article on PR Daily that I’m going to summarize here, and put into context for education organizations, particularly during COVID-19 school closures and re-openings.

Your Defense Team

Your “defense team” includes those managing the current crisis. This team should be comprised of the most resilient—those who are quick to take action, are the voice of calm and reason, and who survey the current landscape and adhere to the facts as they manage the crisis.

In a school district your defense team should include someone from HR (familiar or involved with current negotiations), an instructional administrator (like an Assistant Superintendent for Instruction/Curriculum), and a student welfare/social emotional health administrator.

Your Offensive Team

Your offensive team looks to the future and is not involved in the current crisis. Those best suited for this team are curious and self-starters—they veer away from comfort zones, are competitive and strategic, and can see at least six months down the road.  This could be your CBO, facilities director, health officer/administrator, and a principal rep for each level in your district (elementary, middle, high school).

You, as the communication leader, will work with both teams and manage the strategic direction and progress, and your superintendent will also be involved with working with both teams, as they set the direction for the district as a whole.

Both teams should be providing talking points to your Board of Education and coaching your board members on resisting the urge to post articles or opinions that may cause confusion about the district’s messaging or plans.

Keeping an Eye on Your Future

While your stakeholders are living in the present, they are also shaping their opinions about the future.  While yes, parents are focused on what grading options are available and how Class of 2020 graduates will be honored during  shelter in place, they are also creating some very strong opinions about distance education–not just the delivery, but also the quality.  Parents and staff members are also concerned about schedules and safety when schools re-open.

  • Communicate about your district’s commitment to providing a high quality educational experience and your district’s values: Parents have choices, and there are many online education programs that may be delivering distance education in a higher quality format and approach than what is being offered by their school district. With the prospect of distance education being some part of a hybrid educational approach in the 2020-21 school year, it is imperative that you are reinforcing parents’ confidence in your schools by letting them know how you are planning on ensuring that students are receiving a high quality education and what that will look like in 2020-21.
  • Communicate about what discussions are in progress about the upcoming school year: Silence is not golden in the world of communications.  Silence opens up too many opportunities for other people to fill in the blanks.  Provide your stakeholders some information about the conversations you’re currently having about next year’s re-opening plans, what assumptions will be made, and your district’s priority on the health and safety of students and staff.
  • Show empathy: Acknowledge that you understand that parents and staff desire to have concrete answers so that they can plan ahead, and show gratitude for their patience. Let them know that the upcoming school year will be different for everyone, and that the district is planning for providing more emotional/social supports for students and staff in navigating the changes ahead.

Every great team has a strong offense and defense running parallel, and in school districts, you can develop two strong communication teams that can effectively manage the current needs while also keeping an eye on the ball, so that you can have a winning approach to keeping your district’s reputation and relationships strong and intact.

Need help developing your winning team?

As an integrated partner and strategic advisor, Sounding Board Marketing & Communications can come alongside you in developing your communication team and providing strategic advising to implement successful communication approaches. Give us a call at 916.673.8868 or hvmcgowan@sounding-board.net

 

How to Get Your Key Messages on Track

April 27, 2020 by 2 Comments

Key-messagesFrom watching the news this past week, one of the things that is standing out most to me is the importance of key messaging, and sticking to the message.  If you don’t know what I’m talking about, just take a look at the presidential press conferences from last week and the ensuing confusion and caution in their wake.

Myth: It’s not important to spend time developing key messages—people are going to say what they want anyway.

Fact: Key messages are imperative in the planning process, so that they can be interwoven into every communication message, talking points, etc. to ensure consistency of messaging so that your messages stick!

Here’s the thing–just because people naturally communicate does not make them communication experts.  If people are left to their own devices in developing key messages on their own, their responses will vary, resulting in confusion, lack of clarity and zero consistency in messaging.  The end result is confused stakeholders whose trust will be diminished due to lack of consistent messaging from your organization.

Key messages can be 1-2 sentences long, and you should identify three truthful key messages that will be used throughout your campaign, process, crisis or situation management.  These are not taglines—they are what you want people to remember throughout the process.  And avoid education-ese, jargon or internal terminology/acronyms.  They need to be concise, active, positive, short, and specific.

Key messages answer the “What should we be saying to our stakeholders?” question during a strategic communication process, which can be a short or long term approach to communicating about an issue, program/school, during a crisis or situation.  In other words–all of your communications should be strategic.

How do you decide on your key messages?   Your key messages are the three things you want all of your stakeholders to remember throughout the process–everything else you say and do will support this. They answer the “Why?” and “How?” questions. Here are some examples, based on a school consolidation communication plan I developed for a school district client:

  • School consolidation will help {District’s name} schools stay strong by closing a $12 million budget shortfall and addressing declines in school enrollment. In doing so, we can ensure that our schools maintain the level of excellence that our families expect for our students and support innovative learning in the classroom so that our students are prepared for a highly competitive global society.
  • The District will be working closely with the community throughout the school consolidation process. We will provide our families opportunities for input during the process, including community information sessions.
  • The decision to consolidate schools comes after several years of studying and assessing our district’s finances, facilities, enrollment and impacts to our entire district community.

Who should have these key messages? Again, your key messages should be interwoven throughout all of your communications to your stakeholders–your talking points, FAQs, website content, used in media interviews, etc.  Ensure that your district cabinet, board and other key communicators not only have these key messages, but compel them to use them in their communications.

Who should develop the key messages? Collaborate as a team with your Cabinet members to develop the key messages–having multiple perspectives will strengthen the clarity of your messaging and ensure they’re on target.

Need help developing key messages?  

We’re here to help. Give us a call at 916.673.8868 or hvmcgowan@sounding-board.net.

Celebrating Earth Day-Even During Distance Education

April 22, 2020 by Leave a Comment

50th Earth Day Logo“In every walk with nature one receives far more than he seeks.”
-John Muir

As a child, I have fond memories of camping and taking nature walks, and remember so many lessons I learned from my mother on those walks (Who can’t forget the “leaves of three, don’t touch me” rhyme to remember how to identify poison oak?).  My husband (a biology teacher) and I continue to enjoy the outdoors with our children, and spend most of our sunny days together in hikes and walks. For me, being outdoors, enjoying the quiet sounds of nature, is the ultimate re-set button.

With the initial introduction of online learning, one thing that is concerning a lot of parents is the amount of time that their children need to spend learning online. Earth Day is an incredible day for educators to promote outdoor education, and especially during these stay at home times, this is a great way to encourage students to get outdoors and engage in applied learning.

And, it happens to be the 50th anniversary of the Earth Day celebration! How can you encourage and promote all of this beautiful and positive outdoor learning?  Here are a few ideas:

Earth Day Challenge

Source: Earth Day Network

  • Earth Day 2020 social media campaign: Ask parents, teachers, and staff to post pictures/videos of them engaging in Earth Day activities using a unique Earth Day 2020 hashtag for your school/district.  Collect those pictures to curate into a post summarizing the ways your schools celebrated Earth Day.
  • Promote Earth Day educational activities: Everything from NASA to the National Geographic Kids to EarthDay.org and environmentally-conscious companies have activities for children to do on Earth Day.  Promote these via email and social media communications.
  • Earth Day Challenge: Ask students to draw or video how they plan to #bendthecurve on consumption, waste and pollution on engaging in daily activities (see image to the right). Post and share these photos and videos on social media throughout the week.

And, for you, as a busy superintendent, principal, communication director, or other professional, remember to get out, take a walk, and take deep breaths in nature. These are stressful times, and taking a break to reconnect with nature will do more wonders than an extra hour working ever will.

If you need a partner in your organization’s communication, or if you just want a listening ear (or sounding board!), I’m happy to help. Click here to schedule a free 30 minute consultation.

 

How To Streamline Internal Communication–Starting Today

April 20, 2020 by Leave a Comment

Email InboxThis past weekend, I spent a couple of hours talking with new teachers during a Communication Confidence Boosters workshop and “Throw Your Communication Challenges At Me” Q&A session.

First, I was absolutely floored by the number of teachers participating in their own professional development after what was likely the first week of launching distance education for many of them.  They are true rockstars!

Next, when one teacher asked how she could organize and prioritize the “hundreds of district emails” in her in-box—and the affirmation of the other teachers who related—I realized that internal communication in a lot of organizations is likely looking like my personal email in-box: like a bunch of people yelling at me telling me that their message is important.

Although I gave this teacher some advice on how to filter and organize her in box so that she could at least see parent emails first—and then create priorities and timelines around when she could check the other emails—the truth is, your internal audiences should not need to spend hours setting up email filters and in box folders to organize and prioritize your messages.  That’s a late 1990’s/early 2000’s thing. Don’t get me wrong–organizing your email inbox is a must, however, with your internal communications,  your organization should be doing this through integrated, organized, strategic and concise messaging.

Remember what I’ve said before? More communication is not better. More communication means that you’re making your audience choose what they want to read and open.

Better communication filters out the noise and hones in on the most important messages. More communication means that you’re asking audience members to read to wordy messages, long videos and poorly messaged content to determine whether what they read and saw was important, or if it was just a “fluffy message filler.”

Better communication puts the information succinctly in one place, and prioritizes the messaging. 

So how can you accomplish this?  Simply–put the information in one spot for the employee.  And keep messages brief and to-the-point.  Here are a few suggestions:

Employee Newsletter

An employee newsletter is a great way to put all the information you need to send to employees in one place.

  • Frequency: Aim to send the newsletter 1-2 times a week.
  • Length: Your newsletter should be no longer than 1-1.5 printed pages.  The key is to hone in on key information.  Provide links to more detailed information on your website, where necessary, but not in every single story.
  • Format: NOT a pdf download.  If you make people open an email, then download a pdf to read your newsletter, you’ve lost at least 50% of your audience. There are several online email programs that provide easy-to-use, attractive formats.  Constant Contact and MailChimp are a couple of popular email programs.  And, depending on the number of email address in your organization, you may even be able to use their free versions. These programs also allow you to look at open rates, and link click through rates, which is a wonderful way to track how many of your emails are being opened and which links people are clicking on for more information.
  • Include a couple of pictures (not clip art, but pictures of real employees, or from school sites) where relevant.
  • Because of the frequency, it’s key to ensure that the information is timely, and to organize information around the timing of the newsletter’s delivery.
Employee Intranet

Over the past few years, there has been a small rise in the use of employee intranets (closed internal communications network), though the use of Google Drive has also served this need.

  • Pros: It’s streamlined. An employee intranet gives your employees one place to access shared drives and information.  You can post important employee-only calendar events (versus posting them on your public-facing events calendar), reminders that can be integrated with email, and notifications.  Many organizations have multiple ways that employees must obtain this information, and anything that requires an employee to log in to multiple platforms to obtain information basically reduces the chance that the employee will log in and see that information.  So, if you want success with your employee interfaces, then look at one place they need to log in.
  • Cons: They can be costly and somewhat time consuming to set up.  However, the employee time saved and the opportunity to ensure that they are seeing and sharing your messages is worth the up front costs. Here’s a link to a great article that outlines Employee Intranet: 40 Reasons Why Every Business Needs One.
Employee Texts

If you have employees who do not regularly use email, but do have an employer-issued phone, consider sending brief texts intended just for those employees.  Obviously, they don’t need all the tech-related updates relevant to distance education, but they still need to be kept in the loop.

Employee Phone Messages

You may have some employees who are not working right now who usually receive information via district mail or on a bulletin board.  It’s important to keep them engaged and informed about important matters.  Utilize your organization’s phone messaging program (if you have one) or ask directors and managers to reach out to these employees individually to provide them the latest updates (and to check in on them if they’re personally calling each employee).

Need help setting up strategic and streamlined internal communications, or need some advice on how to do so?  Give us a call at 916.673.8868 or send us an email.  We’ll get you up and going within the day on an email communication, employee phone messages and texts, or can refer you to great employee intranet vendors.

 

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