1

Flourishing* in a Hostile (Economic)

Climate

*Flourish: to grow or develop in a healthy or vigorous way

2

A “Different” View ?

• M.S. Educational Leadership (NSU – 2003)• 35 years of experience in Education teaching,

administering and consulting including many FACCS workshops and church leadership half day seminars in the last decade

• 22 years of experience in business --managing sensors and probes at Scientific Instruments, Inc. WPB

• 41 years of marriage to Cindy Rouse, FACCS Junior Fine Arts Coordinator. For us – Excellence has been more than a “tagline” – Its been a pursuit in life

• 3 daughters, all doctors, in the Health Sciences• 2 schools in the past decade with good news, bad

news

3

School #1-- Student Enrollment 14 year History

754

777 773

720

681

646

631

685

721

694

718

640

535

552

510500

550

600

650

700

750

800

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009

years

Nu

mb

er o

f S

tud

ents

Championship Education began consulting here with the high school only -- see high

school and elementary graphs -- the high school immediately "stabilized" while elementary

continued to decline, accounting for the continual decline

lost the first major "team player" of ChampED philosophy

"Other" major Administrative "losses" -- ChampED philosophy

DISPLACED !!

New Administrative Head who knew NOT ChampED

philosophy nor even education in general

School #2 Enrollment 2000 - 2010

296289

277267

238

198

209

190197

150

304

130

150

170

190

210

230

250

270

290

310

330

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Year

Nu

mb

er

of

stu

de

nts

Championship Education begins

240+

Highly supportive pastor resigns

See "Projected" graph for better analysis of

this time span

Community service and satisfaction (and hence school profitability) are constantly evolving. Accordingly, innovation and design are concepts that cannot be relegated to “business” develop-ment alone. A growing, expanding school must of necessity, be one that is continually improving in its ability to demonstrate total commitment to the best in educating students or risk eroding parent confidence, something that cannot be afforded especially in a challenging economic climate.

“Tale of Two Schools”

4

How Can I? What Can I?

• “Wherever You Are, Be all There!”

• Be a Source of Fresh Air• Cautiously but Certainly, Help be a

source of optimism for NEW! (if needed)

• Apply some of these concepts in YOUR OWN AREA of responsibility FIRST

• Continue to Develop YOUR skills and be ready for the first opportunity

5

A “Different” View

• Why Do I Need to Care?• Systems that fail• Take Exceptional Care of Customers

– Superior Service– Superior Quality

• The Value of Continuous Learning and a sense of urgency

• Innovation (and its relationship to customer satisfaction)

6

Why Do I Need to Care?

School Profitability

Vendors Access to Capital

Technology

Facilities

Reputation School

Viability

Competition

Actual Growth

Employee

Retention

Salaries

Benefits

7

Why Else?

• Some will retire at this school

• A stepping stone to another opportunity

• An interim measure while you complete your education goals

• Others may Change careers mid-life

• All will benefit from having applied themselves fully at their present post

8

Why Else?

In many ways we are:

Educationally

“Wayward”

FACT #1: The United States is either equal to other industrialized nations or leads them in many areas such as educational expenditure per pupil, pupil class size and teacher preparedness yet lags significantly behind in student achievement.

Synopsis taken from data presented in World Class Schools

Something is dreadfully wrong in:

Conservative Christianity

FACT #2: “61% of today’s young adults who were regular church attendees (when growing up) are now ‘spiritually disengaged.’ They are not actively attending church, praying, or reading their Bibles.”

Already Gone by Ken Ham & Britt Beemer

Christian School >80 AverageStudent Growth TrendLinear Regression for 2009, 2010

448426

414

387

351

321

289.5

258250270290310330350370390410430450470

2005 2006 2007 2008 2009 2010 2011 2012

Years

Nu

mb

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f S

tud

ents

9

A Blinding Flash of the Obvious

After the third day of a four day seminar one friend remarked to another, “You know what these days have amounted to so far, ‘A blinding flash of the obvious’, it’s common sense, isn’t it.” But then the friend replied, “I guess the obvious isn’t so obvious, or more would practice it.” “….First, take exceptional care of your customers.”

A Passion for Excellence, by Tom Peters

10

Systems That Fail

“Whether you prevail or fail, endure or die, depends more on what you do to yourself than on what the world does to you.”

“Likewise, in the school, efficient management of the budget is vital; yet a great school is never characterized by the remark, “it has a good budget.” The superb school is superb only by virtue of its success in developing its ultimate customer: the student.”

“Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create Raving Fans.”

“Disciplined action without self-disciplined people is impossible to sustain, and disciplined action without disciplined thought is a recipe for disaster.”

11

Some Sample “Ghost” Businesses

• A&P

• Ames

• Circuit City

• Zayres

• Rubbermaid

• Zenith

12

ErodeCustomer

Confidence

Customer Insensitivit

y

Complacency toward

market forces Undisciplined practices

Blame external Issues

Denial of Risk factorsActive/

Passive neglect of the

facts

Customer preparedness

Overpromise and

Underdeliver

Systems That Fail

Most of us make use of to-do lists… but if you want to reverse decline, be rigorous about what NOT to do as well…

… Breath. Calm yourself. Think. Focus. Aim. Take one shot at a time. Otherwise, you can find yourself in some version of the calamities that toppled the once great…

How the Mighty Fall by Jim Collins

Arrogant Neglect

Undisciplined Pursuit

Denial of Risk

Grasping for Salvation

Irrelevance or Death

Five Stages of Decline

How the Mighty Fall by Jim Collins

13

Customer Insensitivity

Lack of Friendly Welcome

contributes to “pick a number” or “herd” atmosphere which may signal visitors that they are undervalued

Length of Wait Time

may also contribute to an increasing sense of “my time, and by extension, my issues, are unimportant”

Appearance of Office Space

Like #1 contributes to a herd atmosphere and may cause visitors to sense that their well-being is a secondary concern

#1

A Parent (or potential parent) enters the office and the receptionist is on the phone. Instead of smiling and acknowledging the parent with a wave or nod the receptionist continues the conversation on the phone.

14

Complacency“contented to a fault, placid sufficiency”

Resistant to Change

contributes to personal and professional “isolation” increasing one’s vulnerability to the inevitable “chaos” of living

Stifling effect on “freshness”

contributes to insufficient interest in new ideas and continued improvement in ways that attract and hold students and parents

“built in” obsolescence

contributes to excessive reliance on outdated methodology in meeting the needs of students and parents as well as blindness to the increasing strength of the competition

#1

The advantages of electronic records are ignored, and resisted even attempts to sabotage may be engaged in because additional effort in learning may be required, even though advantages to the parents AND school are well established.

15

Undisciplined Practices

Inattentive to professionalism

contributes to skepticism by others of personal and professional readiness in meeting the most obvious needs of parents and students as stated on web pages and elsewhere.

Inconsistent follow through

contributes to inadequate (or mediocre) operations and often increases tension, even among those in the “workplace”

Lack of precision in the office

contributes to instability and nonconformity in meeting the needs of all – customers may perceive the environment as somewhat confused or uncoordinated

#3

Not knowing exactly what to say when a parent asks questions like “How can I know my child will get a superior education?” thereby contributing to a perception of being undisciplined with regards to the most common issues of customers

#1

Insufficient credentialing of teachers and administrators or credentialing from dubious sources – diploma mills, unaccredited institutions and the like

Also schools – accreditation mills – to avoid the hard work and expense to do it right.

#1

One headmaster in a large Christian school made public his aversion to academia by stating he wasn’t hired as an educator (??), to reading by stating his distaste for it, and his inattention to credentials by not pursuing a graduate degree as promised.

#2,3

“Just in Time” manufacturing may have some advantages in the factory, but school administrators who often implement initiatives at the “last minute” contribute to a lack of unrest and discontent among employees and customers alike

16

The “Blame Game”

Attitude of Diversion

contributes to a culture of seeking “alternate” sources of culpability – the essence of “dignifying” unaccountability

Attitude of Deflection

contributes to a culture of unaccountability where truth is not truth and a lie is not a lie and where the business cannot be trusted

Attitude of Deception

contributes to culture of distrust within and without the school – where the fine print dominates the customer’s perception and impersonal excuses (e.g. the economy) provide cover for incompetence, lack of substance and customer insensitivity

#1,2, or 3

The statement “excellence in education for 30 years”, or “all our teachers are certified”, or “we are fully accredited by…” is in the literature, web page, etc. when the truth is something different… put there previously… we didn’t know

17

Denial of Risk

Competitor “Ignorance”

May blindly do things the way we’ve always done them while other schools make “adjustments” to increase customer appeal and community awareness

Culture or Climate

“Ignorance”

May ignore changes in the dynamics of economy, demographics, population, technology, etc. thereby increasing the school’s vulnerability (Florida school choice)

Customer “interest” Dynamics

May be unaware or insufficiently aware of customer interest changes (up to the minute software grading) that may already be undermining customer appeal and eventual loss in the absence of preemptive planning

#1

Instead of preparing well to improve our school’s effectiveness in the face of a highly competitive environment we deny any risk to the school merely asserting “we’ve always been a good school, why change anything.”

#2

Instead of preparing well to promote our school’s uniqueness (e.g. DVD, three-time targeted zip code blitz) in the face of a differential in school tuition (where our competitors are less) we deny any risk to the school merely thinking “we don’t need it and can’t afford it.”

18

Neglect of the Facts

School Student Population Data

May ignore the value of data such as students per school, square feet per student, median family income that can help identify school overall “health”

School Specific Economics

May ignore changes or trends in the private and/or Christian school community (see above data) that could help identify future risk if analyzed

Industry “alert” Index

May ignore or be ignorant of trends (positive or negative) that are presently “brewing” in our industry and will serve to impact us negatively if we do nothing

#1

Completely unaware that precisely 75% of our students live within 5 miles of the school and come from zip codes where the median family has a $70,000 family income

#2, 3

Unaware that there is a four year trend of a 25 student average decline in enrollment in Christian schools locally (state, national) and that our school exceeds that trend by 15 students!

19

Customer Preparedness

Customer/School Discontinuity

Inability to understand the “uniqueness” of our product/services as it relates to potential customer needs – Why send my child here?

Individual and/or “Base”

Awareness

Readiness to serve this customer because of insufficient data collection and product/services association specifically

Customer’s Present Concerns

May ignore the customer’s basic perceptions of his current needs relative to the school’s services (“one size fits all”)

#3

Potential parent calls for information about the school but instead of assembling an attractive portfolio of school data, office manager tells the caller that they would be better served to “come and see”

#1,2

Rather than taking the time to become well versed in communicating the advantages of attending ABC Christian the office manager merely remarks to other school officials that “I’m not a public school basher”

#2

“…Even a child knows that it’s wrong to treat new friends better than old ones…” – Giving new families big 1st year tuition discounts (10-20%, $1000-$2500) – remember think… focus… aim… vs. “quick fixes”

20

Overpromise/Underdeliver

Customer Exit Perceptions

Inability to understand the “satisfaction quotient” of parents and potential parents once they have left the office

Customer’s Expectations

Failure to become familiar with (or determine upon entry) a customer’s frame of reference at the point of arrival

School Vision and Mission Quotient

Failure to become intimately familiar with school vision and mission, including the logic and rationale for policy may contribute to ambivalence toward customers and inability to positively represent the school effectively and decisively

#1, 2

Keeping “formal” notes of parental visits and outcomes so that areas prone to “negativity” can be quantified and analyzed for improvement either through policy change or better communication

21

Customer Insensitivit

y

Complacency toward

market forces Undisciplined practices

Blame external Issues

Denial of Risk factorsActive/

Passive neglect of the

facts

Customer preparedness

Overpromise and

Underdeliver

Systems That Fail

ErodeCustomer

Confidence

Arrogant Neglect

Undisciplined Pursuit

Denial of Risk

Grasping for Salvation

Irrelevance or Death

Five Stages of Decline

How the Mighty Fall by Jim Collins

Mediocrity can single handedly bring about the demise of a school…

though I will admit that a school may die long before it ceases to exist

22

Taking Exceptional Care of Customers

Superior Service

Superior Quality

23

Excellence of the Highest Order

(Nothing Else Will Do!)

“In the private or public sector, in big business or small, we observe that there are only two ways to create and sustain superior performance over the long haul. First, take exceptional care of your customers… via superior service and superior quality. Second, constantly innovate. That’s it. There are no alternatives in achieving long-term superior performance, or sustaining strategic competitive advantage, as the business strategists call it.”

A passion for Excellence 1988 by Tom Peters and Nancy Austin

New York Times Best seller list for over 9 months!

24

Taking Exceptional Care of Customers

“Your customers are only satisfied because their expectations are so low and because no one else is doing better. Just having satisfied customers isn’t good enough anymore. If you really want a booming business, you have to create Raving Fans.”

Flyleaf front cover Raving Fans by Ken Blanchard

“Unfortunately, as I tour the country speaking, I find too many young managers still thinking… advertising, product positioning, and market share pricing strategies… all still important but when all is said and done, goods aren’t sold; products and services are bought.

Forward Raving Fans by Ken Blanchard

25

BuildCustomer

Confidence

Customer Awareness

Conscious of cost

implications Expeditious and Flexible (considerate)

Perception of “Team”

Atmosphere

“Aura” of Product

Superiority

Perception of “well-

organized” operation

Perception of continuous

improvement

Promise More AND

Deliver More than

promised

Service and Quality That Demonstrates Care

26

Customer Awareness

Demonstrations of positive Interaction

Help create the customer experience YOU would like to receive: On the phone, in the school office, on the grounds, or in the hallways.

Customer Sensitivity

Alert to customer wait time, comfort, etc. and be prepared to take action to intervene (in keeping with vision and mission)

Customer Perception

Greeting by name (professional yet warm), with friendly welcome: “how is your day?” and a smiling (like air in a tire) demeanor

#2

Procedures and policies have been implemented to secure timely and friendly handling of parents and visitors causing them to feel that their concerns are a priority to the school

#1,2,3

Consider implementing a parent’s bulletin board or other high profile area specifically for parents to “showcase” how the school is doing in meeting their needs – include both short range and long range initiatives.

27

Conscious of Cost Implications

School Cost Positioning

Know the school’s cost quotient and strength, relative to the competition, and develop a second-to-none ability to communicate that to customers

School Services Positioning

Know the school’s educational quality and strength, relative to the competition, and develop a second-to-none ability to communicate that to customers

School & Economy

Management

Understand your immediate economic “context” and develop a communication plan that demonstrates a superior posture in “taking care” of dollars spent by your customers – “bang for the buck”

#2, 3

“Yes, Mrs. Jasper our tuition is still a little higher than other schools, however, our college readiness is second to none with 98% of our graduates enrolled in college and 75% receiving 4 year degrees and 50% receiving graduate degrees.

#1

“We want you to know Mrs. Rouse, we are doing everything we can to keep costs down, including maintaining the smallest increase in tuition and fees over the past 5 years of any private school in the area

28

Expeditious and Flexible

Schedule Consciousness

Always aware of possible conflicts to expediency in balancing faculty and staff loads with parent’s schedules and demonstrates customer sensitivity in resolving them

Anticipation of Customer needs

Demonstrates a proactive approach to dealing with the unforeseen and unpredictable events of customers

Perception of Customer Flexibility

Continually developing in an understanding of eliminating time-consuming redundancy and inefficient processing of customer “paper” and data

#1,2 or 3

Consider developing a parent conference strategy that effectively balances teacher workload with a parent’s ability to get timely inform-ation, preserving a teacher’s personal energy and creative planning while improving parental access

#2 or 3

Compile a list of the most common situations prone to parental discontent and then design creative solutions to those situations – better yet involve the parents in the process, perhaps through PTAs or the like – then promote initiative well!

29

Team Atmosphere

Awareness of Collective Effort

Understands that “none of us is as smart as all of us”* and accordingly the ultimate in performance is only reached cooperatively

Team Atmosphere and “Staff” Attitude

Knows the deleterious effect of individualism on inside morale and seeks to heighten group performance through regular affirmation of other faculty and staff members

Unity of Execution and Customer

Rapport

Understands that the negative effect of individualism on one’s minute-by-minute performance often translates to less personal interaction with customers

*“High Five” by Blanchard and Bowles 2001

#1,2, or 3

Replace generic “person of the month” awards for faculty, staff and/or students with regular targeted recognition for achievement that is 1performance based, 2customer oriented and 3peer reviewed with clearly defined criteria

#1,2, or 3

Devote 20% to 30% of staff development time to the relationship between actual school successes and the role of the faculty and staff as a whole (include both new learning experiences and recognition for past initiatives)

30

Product Superiority

Knowledge of Vision and

Mission

Demonstrates a familiarity with the school’s vision and mission and is able to effectively explain each to the customers

Knowledge of Product

Application

Demonstrates strong awareness of the educational and spiritual challenges we face and what our school is doing to meet those challenges

Knowledge of Product Context

Demonstrates the ability to interact positively with customers through “our” school’s distinctiveness as compared with others in the same field – Again, answers the question why send my child here?

#1,2, or 3

“Mrs. Rouse, the stats tell us that only 33% of high school graduates will darken the door of a university, and the vast majority of those are ill prepared. By contrast, our students are not only well prepared, but 90% will go on to graduate from college.”

#1,2, or 3

“Mr. Clark, as you know the reading level of most students in our country continues to be a concern to all, but by contrast our students are generally reading at junior high level by the time they finish the third grade.”

31

Well Organized Operation

Appearance of Facilities

Understands the effect our facilities’ appearance may have on a customer’s assessment of our performance and is alert to maintaining very positive experiences

Customer handling

From Initial contact, to testing, enrolling, payment, grade reporting, etc., parents are left with the impression of superb quality and efficiency

Individual Appearance

Understands that parents are developing their perception of the school’s ability to meet their needs from their total experience including every individual’s personal appearance

#1

Regular “point” people exercise responsibility to make the necessary “connections” to ensure that all facets of the school environment, including the restrooms, are exceptionally well maintained

#2

Understanding that safety is a major concern to most parents, rigorous, but friendly, procedures are implemented which provide all parents and potential parents the confidence that their children are well protected.

32

Continuous Improvement

An Environment Constantly Evolving

Knowledge and avenues to obtain knowledge changes at a breathtaking pace. A persistent eye toward improvement is the only antidote for obsolescence

Personal Commitment

The day to day grind can promote “stale” effort. Continually developing customer care requires a total commitment, if the school is to distance itself from the “competition”

Attitude toward Excellence

Customers are drawn to the school whose staff is characterized by a passion for excellence because, simply put, perception tells them that’s the sure way to get the best for their children and the most value for their tuition dollars

#1,2, or 3

Read… Read… Read,

Books and journals

Know and understand trends,

Learn from conferences,

Educate yourself online, and

Live what you learn

33

Promise More, Deliver More

“Whether you prevail or fail, endure or die, depends more on what you do to yourself than on what the world does to you.”

“How the mighty fall” by Jim Collins

34

Customer Awareness

Conscious of cost

implications Expeditious and Flexible (considerate)

Perception of “Team”

Atmosphere

“Aura” of Product

Superiority

Perception of “well-

organized” operation

Perception of continuous

improvement

Promise More AND

Deliver More than

promised

Service and Quality That Demonstrates Care

BuildCustomer

Confidence

35

VALUE!

Improved Sense of School

“Context”

Increased educational Awareness Increased

Ability to Compete

Improved Sense of Personal

Significance

Enhanced Perception of

Market Viability

Improved “Adaptive Capacity”

More Creative Collaboration “teamwork”

Improved customer

interaction! ($$$)

Continuous Learning Adds Value

36

A Blinding Flash of the Obvious

“In the private or public sector, in big business or small, we observe that there are only two ways to create and sustain superior performance over the long haul. First, take exceptional care of your customers… via superior service and superior quality. Second, constantly innovate. That’s it. There are no alternatives in achieving long-term superior performance, or sustaining strategic competitive advantage, as the business strategists call it.”

A passion for Excellence 1988 by Tom Peters and Nancy Austin

New York Times Best seller list for over 9 months!

“In fact, our research shows that if you’ve been practicing the principles of greatness all the way along, you should get down on your knees and pray for severe turbulence, for that’s when you can pull even further ahead of those who lack your relentless intensity.”

How the Mighty Fall 2009 by Jim Collins