Putting the "R" in PR

Make relationships matter in your

school and community
Brian WoodIand
www.peeIschooIs.org
www.Iinkedin.com/in/BrianWoodIand
hashtag: #IeadingwoodIand
Management deals with the
here and now. Leadership
looks beyond the present to
imagine what could be.
- Ilm clemmet leoJets ulqest

re you having real fun at work?

How about pin the.
ralse where lL ls due
1hank you for your
excepLlonal dally work Lo
serve sLudenLsand your
personal leadershlp!
1he doors we open and close each day
declde Lhe llves we llve
llora WhlLLemore
ou are the
instructionaI
Ieader. Period.
h..and aIso do...
W the bus schedule, the supervision schedule, the
faith accommodation request, arrange the school
council meeting, host the F night, arrange for
FDK, get a SHSM, get the special education data
right, don't have a budget rollover, talk to the FM
about the new doors, plan the school anniversary,
talk to the trustee, call the superintendent about
the call to the trustee, get the newsletter out,
update the website, talk to sobbing staff member,
call HR about sobbing staff member, talk to kid
who bit friend-again, call parents of biter and
bitten, prepare for Tony's visit, update SSP....
nd in the middIe of aII that?
W the school council chair wants to put buying
phonics books on the agenda
W parents want full withdrawal from music as a
faith accommodation
WThere is a parent at the front concerned about
bullying. gain.
W community group wants to know why elders
can't wait for grandchildren inside the school in
the winter
W group of students are angry about lack of
recycling
Wnd so on and so on and so on
aIf of preschooIer parents beIieve their kids are above average. The
number jumps to a dazzIing 72% for parents of teens.
Source: Macleans
Leadership and learning
are indispensable to
each other.
- Ilk

W 1he communlcaLlon deparLmenL's work ls

focused on servlce Lo schools and Lhelr sLaff
Iooet McuooqolJ
cbolt of tbe 8ootJ
leel ulsttlct 5cbool 8ootJ
y using powerful language, positive
communication style, and non-verbal
expressiveness, leaders breathe life into
a vision.
%e Leaders5 Callenge
hanging the attitude and behaviour of
people is very, very hard to accomplish. You
can't simply give a couple of speeches or
write a new credo. f empIoyees don't see
the key changes in what you say and do
and in your behaviours and mannerisms, it's
hard to change the culture.
- @bomos I Neff ooJ Iomes M clttlo
oote lo cbotqeNow wbot?

Leadership is
action, not position.
- uooolJ n McCooooo
You need to work at building relationships
to cut through the clutter, make change
happen, and build real team commitment
ommlLmenL unlocks Lhe
doors of lmaglnaLlon allows
vlslon and glves us Lhe 'rlghL
sLuff' Lo Lurn our dreams lnLo
reallLy
- James Womack

What we wiII do together...

W a bit about change-and us
W the basics of good PR
W Why you worry too much about
media
WWhy service matters
What we wiII do together...
W bit about changeand us
We need a common understanding
of what "change" means.
bit about change-and us
W how do "we feel about change?
W how do "they feel about change?
W what do we do?
ow do "we" feeI about change?
W yes, thank you!
W we love the challenge, the excitement
W it's a rush!
Cur theme song about change
The truth is... we
just want peopIe
to trust in our
fabuIousness!
ow do "they" feeI about change?
W no, thank you
W said no
W mean no.
#1helr" Lheme
song abouL
change?
"uick quiz:
What percentage of your timeand that
of the senior leaders in your districtis
devoted to creating a shared and
outwardly focussed long-term view of the
future?
The average time amongst senior
executives is around __ per cent?
nswer:
5ootce @be leoJetsblp cbolleoqe Iomes koozes ooJ
8otty losoet
People don't resist
change. They resist
being changed!
- Peter Senge

Top 5 barriers to change (idea-kiIIers)

1. We've never done it before
2. We tried that once and it faiIed
3. We don't have enough money
4. t is the wrong time of year
5. Can we taIk about it more?
hange |s hard because peop|e
overest|mate the va|ue of what
they haveand underest|mate
the va|ue of what they may ga|n
by g|v|ng that up
- ,2es Bel,sco

f there is hope in the

future there is power
in the present.
- Iobo Moxwell

Hope is the great

activator.
- lq lqlot

145,000 students: One picture of the future

etting to the heart of the matter
W be passionate about what you believe
W be the ongoing advocate
W be willing talk the talk
W be prepared to take the high road
W use your communication prowess
Wlead the conversation about learning
Hope is the
foundational quality of
all change.
- lfteJ Jom

f only every ideano matter how un-

sellablewas this easy to sell to make
happen
We believe our communication skills will
prevail, but some ideas aren't sellable.
1here are good ways and bad ways
Lo make change happen
What we wiII do together...
W the basics of good PR
ood PR starts with relationships, with
the public, one-to-one
People are looking for,
craving, 9s.
Preserve and use the
human moment.
- ctozy 8osy

ll Lhey need ls love

Listen. Really, listen' I need to know
that youre hearing what Im saying.
From my perspective, its all about
me. So dont fust follow a canned
scriptshow what you get by
reacting to my real needs and by
asking the right questions.
The ten demandments
@he 8IGp|cture
What pub||c re|at|ons can't doNSkA
@he 907 ru|e
%90 of reputat|on |s based on qua||ty serv|ce
%7 on ||sten|ng
% on te|||ng
@he 8IGp|cture
It's a s|mp|e ru|e to get good k
A|ways do a good [ob!
What we wiII do together...
WWhy you worry too much about
media
Phi DeIta Kappa says schooIs with high
confidence ratings:
%have clear goals and Lhey communlcaLe Lhese goals clearly wlLhln
Lhe school and Lo Lhe communlLy
%have hlgh quallLy currlculum and exLracurrlcular programs Lhey
are seen Lo have #exLras" over and above whaL Lhe #average"
school offers
%are safe and orderly
%have slgnlflcanL parenL and communlLy lnvolvemenL
%exhlblL openness warmLh and carlng
%sysLemaLlcally do #need senslng" Lo flnd ouL whaL parenLs and
oLhers ln Lhe communlLy wanL from schools
%work hard aL bulldlng and reLalnlng publlc confldence
|erarchy of Lffect|ve ommun|cat|ons
1 Cnetoone facetoface
2 Sma|| group d|scuss|on]meet|ng
Speak|ng before a |arge group
4 hone conversat|on
S andwr|tten persona| note
6 @ypewr|tten persona| |etter not generated by computer
7 omputer generated or wordprocess|nggenerated "persona| |etter"
8 Massproduced nonpersona| |etter
9 8rochure or pamph|et sent out as a "d|rect ma||" p|ece
10 Art|c|e |n organ|zat|ona| news|etter magaz|ne tab|o|d
11 News carr|ed |n popu|ar press
12 Advert|s|ng |n newspapers rad|o @I magaz|nes posters
1 Cther |ess effect|ve forms of commun|cat|on (b|||boards skywr|ters etc)
73
per cenL of readers3 seconds
7 per cenL 3 mlnuLes
3 per cenL3 mlnuLes
;ulck 1lp
1he 3 mlnuLe person ls your
relaLlve!
You want your
days to be this.
ut sometimes
they are more this.
r even this.
Sometimes you feel like you are being
administered a personal stress test!
ven brutally honest feedback makes us
betterto a point.
Rememberwe are actually with you at
greatest times of stressand we won't
mention the brushstrokes!
Leaders learn by leading, and they
learn best by leading in the face of
obstacles. s weather shapes
mountains, problems shape
leaders.
- Warren ennis

"uestions wake people up. They

prompt new ideas. They show people
new places, new ways of doing things.
They help us admit that we don't have
all the answers. They help us become
confident communicators
- e,/ing With
Questions

eL your smlle be your

nd watch your words
WJournalism
Wotcha Journalism
Don't Iet the wrong words form a
barrier to getting great ideas through
in a "presentation"
"s your item for information,
diaIogue or discussion..."
What we wiII do together...
WWhy service matters
ore not-so-great news
t is most often the employee's
response to negative incidents,
not the incidents themselves, that
lead to customer dissatisfaction.
ach cusLomer lnLeracLlon can be
elLher maglc or Lraglc
now to @olk to costomets
ulane 8erenbaum 1om arkln
our repuLaLlon wlll selfdesLrucL ln
3 seconds
Get the Iirst Iive seconds rightour genes train us to distinguish
between saIe opportunities and dangerous situationsthese sensing
devices are at Iull stretch when customers move toward a potential
service encounter.
The Bu:: David Freemantle
The ~Gayla rule..
W ou get Iive minutes to impress.
Do you have them at heIIo? Do you have them at heIIo?
es-it is actually my department.
ever lose a guest. Whoever receives a
complaint will own it resolve it to the
guest`s satisIaction and record it.
The Rit:-Carlton Basics, #13
Do you have them at heIIo? Do you have them at heIIo?
"uick question?
s it Iair to compare a luxury hotel chain
with an under-Iunded school system?
Do you have them at heIIo? Do you have them at heIIo?
nd a quick moment of self-
reflection..
W When it comes to your PERSO
service.
Do you have them at heIIo? Do you have them at heIIo?
Would your dlcLlonary deflnlLlon of
you lnclude words llke #poslLlve"
#klnd" #nlce or are you
To work in the world lovingly
means that we are defining what
we will be forrather than
reacting to what we are against.
- cbtlstloe 8olJwlo

hange the worldone conversation at

a time. t is not enough to be willing to
speak. The time has come for you to
speak. Your time of holding back, of
guarding you private thoughts, is over.
Your function in life is to make a
declarative statement.
- 5osoo 5cott

ome Lo Lhe edge

We canL we canL we are afrald
ome Lo Lhe edge
We canL we wlll fall
ome Lo Lhe edge
nd Lhey came and lfe pushed Lhem
nd Lhey flew
Culllaume polllnalre
lost wotJ
Never forget that even the sma||est
acts of k|ndness by each of us can
have a ma[or |mpact on the ||ves of
the ch||dren we serve