Strategic Thinking for Boards
We take a long view, but we are ever mindful of the real challenges of keeping a school healthy and viable for today as well as tomorrow.
Many Boards move almost reflexively into strategic planning on a regular basis, a process that can be time-consuming, draining and expensive. By contrast, we offer an approach that can be more efficient – and effective. Simply put, we help Boards engage in more strategic thinking as part of their ongoing work.
Following the work of consultant and author Richard Chait, we help Boards distinguish between fiduciary, strategic and generative work, plus:
- separate short-term from long-term issues
- define key challenges
- refine the school’s vision and mission
- turn vision into plan
As veterans with a combined 44 years of leading schools, we also always remain mindful of core matters of financial sustainability.
It is sometimes said that a Board’s responsibility is less to the children currently attending a school than to the children of those children – in other words, the next generation. We take a long view, but we are ever mindful of the real challenges of keeping a school healthy and viable for today as well as tomorrow.
Our Consulting Services
Mentoring the Head of School
What we offer in the realm of mentoring (sometimes referred to as coaching) is experience, expertise and perspective.
Mentoring a Leadership Group
Our work is confidential to the school head and the group itself, with the goal to create and sustain excellence in group leadership.
School Mission & Market
How do you tell your school’s story? If the mission is clear and the vision is strong, great things can happen for a school.
We can help a school work its way through both general questions of good governance & the challenges of more immediate issues.
Board Strategic Thinking
We take a long view, but we are ever mindful of the real challenges of keeping a school healthy and viable for today and tomorrow.
A retreat should aim for a renewed sense of colleagueship, a volunteer engagement that survives the more routine board meetings of the year.
Some programs create outcomes we don’t intend, or that we can’t see all aspects of our program because we are too familiar with it.