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What makes an independent school succeed or fail when crisis
strikes? More often than not, the difference hinges on whether the
administration and board work collaboratively. The greater the
crisis, the greater the stressors on the relationship between the
two. Advance planning is critical. A crisis is no time to find out
what works and what does not, much less to let one or more
outspoken or undisciplined trustees hijack any commitment to
transparency and accountability.
I've seen it again and again. In the face of crisis, an
independent school's operational leaders, such as the head of
school and CFO, almost always commit to taking the moral high
ground and doing the right thing, even if it's tempting to
"protect the school's reputation" instead. The board
chair and executive committee typically share this commitment as
well. The problems often begin when the crisis comes to the
awareness of the full board. High-stakes scenarios tend to trigger
emotional reactions. One or more trustees may balk against some
aspect of the crisis-response plan or recommendations. They might
"know someone" who can do a better job. Or they might
casually reveal highly classified information to their family or
friends.
Any of these scenarios can backfire in ways that prove to be
calamitous for the school. Here's a better approach.
The content of this article is intended to provide a general
guide to the subject matter. Specialist advice should be sought
about your specific circumstances.
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