For: Private School and College Administrators

The Jesuits, founded in 1540, built one of the finest systems of education known to man. They did it through the recruitment, indoctrination, and development of leaders of substance. They sought and hired what they called aptiesimi (Latin for the the “very best talent”). But it did not end there. There also existed extensive training in the values of self-awareness, ingenuity, love, and of all things — heroism.

They prepared their leaders (teachers, administrators, and others) by molding them into leaders who:

• knew their own strengths and weaknesses,

• were able to adapt to a changing world,

• teaching them to engage others with a loving attitude,

• energizing them through heroic ambitions, and

• convincing them that all leadership begins with self-leadership.

  The Jesuit Administrator’s selectively was such that he was always under-staffed and growth stymied by his refusal to hire anyone without the label aptiesimi. He knew that anything less would limit his own success and reputation as a leader. (paraphrased from the book titled “Heroic Leadership - Best Practices from a 450 year-old Company that Changed the World” by Chris Downey)

  As Boards and Presidents of our private, independent schools and colleges reflect on today’s challenges with recruiting and retaining of students, should they not also seek aptiesimi in every employee, and most certainly in each employee who interacts or effects the success of their students.

  In my experience, it is known that many students visit and enroll because of referrals from others. Another student or parent speaks so highly of a teacher, coach, band leader, or chorus director that it compels this parent to seek the same for his/her student.

  Likewise, why do students return for another year? Is it because of the great facilities, the fun times, the new snack bar, or their friends? Yes, to all I suppose, but parents are more interested and re-enroll their students because their sons and daughters have one or more mentors whose caring, commitment, character, personal values, example, and the positive effect these leaders are having on the personal development of their offspring.

  I am suggesting that not unlike the Jesuits, the quality of the college or school leaders does more for recruitment and retention than marketing dollars or state of the art facilities can ever render.

  What does that tell us? The school leadership must put significant funding in its people. They must be truly selective and search thoroughly for the kind of leaders that we would want our own children to experience. And yes, they must train and indoctrinate them on the expected standards, ensure that they know their own strengths and weaknesses, observe and critique their performance, seek student/parent assessments of the school leaders, and more.