ISM has encouraged schools to recognize the benefits a robust, mission-based advisory program can yield for students, faculty, and the institution. We encourage you, as School Head or Division Head, to focus on creating and sustaining a professional guidance program contributing to a predictable and supportive experience for all middle- and upper-school students through a principled assignment of personnel to the advisor role.

It is a distressing and growing issue that private-independent school students are showing increasing levels of stress, substance use, risky behavior, and anxiety. Recommended strategies for mitigating stress and managing mental health, while improving student well-being, include enactment of a healthy daily schedule and yearly calendar, and a predictable and supportive faculty culture, with effective advisory and counseling programs. Recent ISM research with nearly 13,000 students in private-independent middle and upper schools demonstrates that increased student engagement must be added to that list.

As the School Head or Business Manager, you know how much the school spends to provide employee benefits. It’s frustrating when faculty, staff, and administrators do not take advantage of these programs to the fullest, don’t value them, or, worse yet, don’t even know they exist. This tends to be a reality in most organizations—not just schools. In our fast-paced society, unless people perceive that the information directly pertains to them, it may sometimes be hard to gain their attention.

Whole-faculty meetings—the phrase alone makes eyes glaze over. Administrators often view these sessions as a necessary evil. Teachers routinely consider them one of the least productive uses of their time.

Many school leaders view tuition remission as a teacher and staff recruitment and retention tool, and a means of keeping competitive with other private-independent schools. However, tuition remission often turns the employee-school relationship into a business transaction. School Heads and Boards often claim that they have to offer this perk—otherwise good candidates will be lured to other schools. And it’s not just teachers and staff. This benefit is often an intrinsic part of the contract for the Head and other administrators as well.

Predictable and supportive environments are the bedrock on which all great schools are built. We have observed schools suffering from poor leadership and precarious finances—but the culture often keeps a school going steady. Schools that once had strong financial stability began to erode when the predictable and supportive culture was overtaken by toxic elements.

Every independent school must hire, develop, and retain the best faculty to deliver upon its mission and the Portrait of the Graduate. You need qualified teachers who are committed to your mission, can connect with your students, and contribute positively to the faculty culture. You hold tight to those pied piper teachers that embody the school’s Characteristics of Professional Excellence. How do you attract and retain such teachers?