The Power of Business Language for Educational Leaders.
Dr. Brad Johnson
?? Keynote Speaker| Inspiring Educators, Transforming Leaders ?? | Author of 15 Books ?? | #3 Global Gurus Top 30 in Education ?? | Championing Teacher & Leadership Excellence
During the recording of a future episode of my podcast, Lattes with Leaders, I had the privilege of speaking with a former secretary of education from Brazil. Our discussion centered on the growing importance of collaboration between education and business—a partnership that has never been more critical. However, many of us in education face a challenge in bridging this gap: we speak a language that resonates within our circles but often alienates others.
Educators are known for phrases like "implement with fidelity" or "utilizing best practices," which, while meaningful to us, can feel like jargon to those outside the field. Business leaders aren’t interested in our acronyms or pedagogical trends; they care about results, efficiency, and impact. If we want to build meaningful partnerships, we need to step into their world, understand their priorities, and learn to communicate in terms they value.
Education is, at its heart, a people-focused business. We nurture potential, foster skills, and empower future generations. But business leaders don’t operate with the same mission. Their primary focus is profitability, growth, and sustainability. While many have a philanthropic spirit, their investments need to align with their strategic goals. Our task is to connect their purpose to ours in a way that shows them the value of investing in education—not just as an act of giving but as a mutually beneficial opportunity.
Beyond bridging this linguistic divide, we must also embrace the community as a powerful asset to our schools. Businesses and local organizations are integral parts of our ecosystem, and their investment in education can yield transformative benefits for all involved. When we connect their strategic goals to the mission of education, we not only enhance opportunities for students but also foster a collaborative community that drives economic and social growth.
?Understanding the Business Perspective
Business leaders are guided by measurable outcomes, efficiency, and profitability. To connect with them, educational leaders must align their language and goals with business priorities. It’s not enough to explain how a program will benefit students; we need to demonstrate how it will serve their long-term strategic interests. Businesses focus on results they can quantify, so our conversations must highlight value in those terms.
Articulating Value Through ROI
In business, return on investment (ROI) drives decision-making. As educators, we need to frame our initiatives in terms of tangible value. For example, instead of asking for funding to support a vocational program, we should present it as an investment in sustainable talent development. This phrasing demonstrates an understanding of their priorities: reducing recruitment costs, ensuring a steady stream of skilled employees, and fostering long-term economic growth.
Vocational programs, in particular, prepare students for high-demand careers and address local workforce needs. When businesses invest in these initiatives, they’re not just donating; they’re strategically securing the future of their workforce. By emphasizing how education helps develop a talent pool that’s adaptable and skilled, we can create a compelling case for investment that speaks directly to their interests.
Connecting to Workforce Development
Business leaders often struggle with skill gaps in the labor market, a challenge that presents a unique opportunity for schools to bridge this divide. By aligning educational programs with industry needs, we can create a pipeline of skilled talent that meets the immediate and future demands of businesses. The development of apprenticeship or internship programs is a prime example of this alignment. These programs provide students with hands-on experience and help them apply what they’ve learned in real-world settings, while also giving businesses the opportunity to shape the skills of their future employees.
For instance, a partnership with local manufacturing companies could include designing specialized courses in areas like advanced robotics, CAD design, or quality control. These courses could be tailored to equip students with the technical expertise necessary for success in this industry. In turn, businesses gain direct access to a trained workforce, ready to step into positions with minimal onboarding. By positioning such partnerships as strategic, we not only address the immediate needs of businesses but also foster sustainable talent development that benefits the local economy in the long term.
Successful partnerships, however, require more than just one-way collaboration. Schools must be open to feedback from business leaders to ensure that the programs we create are responsive to their evolving needs. This involves an ongoing dialogue where educators listen to business partners’ insights and adapt curricula or apprenticeship models accordingly. By demonstrating flexibility and a willingness to innovate in response to industry demands, we show that education is not static, but an evolving, dynamic force that is closely aligned with the workforce’s future needs.
Highlighting Community Engagement
Both schools and businesses thrive when they are deeply embedded in the community, and fostering these community ties can lead to a mutually beneficial cycle of growth. When businesses recognize that investing in education strengthens the local community, they are more likely to support school initiatives. By illustrating the connection between education and community prosperity, we provide a compelling case for collaboration.
For example, educational programs that focus on workforce development often contribute directly to reducing local unemployment rates by equipping students with skills that businesses need. As students enter the workforce with relevant experience and qualifications, businesses benefit from a larger, more capable labor pool. At the same time, these programs foster local economic growth as students’ incomes translate into increased spending power within the community. Moreover, a thriving, educated population leads to a higher quality of life, which in turn makes the community more attractive for new businesses and investments.
Connecting these educational initiatives to broader community outcomes—such as job creation, enhanced local economic stability, and an improved standard of living—aligns the interests of both schools and businesses. When businesses invest in education, they are not just supporting schools—they are investing in the future health and prosperity of the community. This dual benefit is the key to fostering strong partnerships that yield long-term returns for all involved.
Encouraging Business Investment in Schools
Proactively engaging with local businesses is essential for securing the resources schools need to thrive. To make this engagement effective, educational leaders must adopt a strategic, results-driven approach that emphasizes the value of partnerships and outlines clear ways that businesses can make an impact.
Articulate Funding Needs Clearly To attract business investment, it’s essential to articulate specific funding needs with clarity and precision. Businesses are more likely to contribute when they understand the tangible outcomes their investment will support. Whether the request is for funding a STEM program, upgrading school technology, or enhancing teacher professional development, proposals should outline exactly how the funds will be used and the direct benefits they will bring to students and the broader community.
Create Partnership Opportunities Forming formal partnerships with local businesses creates a foundation for sustained engagement and growth. These partnerships can take various forms, such as sponsorships, donations, or co-funded programs, and each can bring long-term value to both schools and businesses.
Recognize Business Contributions It’s essential to publicly acknowledge the contributions of local businesses to show appreciation and encourage continued involvement. Recognition not only fosters goodwill but also highlights the importance of their support to the broader community.
By clearly communicating needs, creating tailored opportunities for involvement, and celebrating contributions, educational leaders can build strong, lasting partnerships with businesses that support both the needs of schools and the goals of local industries.
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Building Relationships Through Effective Communication
Effective communication is the bedrock of successful partnerships. By embracing assertiveness, educational leaders can cultivate lasting relationships with business leaders. Assertiveness is not about being aggressive; it’s about being clear, confident, and proactive in articulating our needs and goals.
Assertive Communication in Action
Shifting from passive to assertive communication can have a profound impact on how educational leaders engage with business leaders. Assertiveness allows leaders to communicate with confidence and clarity, making it clear that they are not only seeking help but are offering tangible benefits in return. Here are additional examples and further explanation of how assertive communication can transform these interactions:
1.???? Instead of asking, “Could you help us with this?” say: “I’ll follow up with a detailed proposal next week that aligns with your company’s objectives.” Why it works: This statement is confident and specific. It shows that the educational leader is proactive and already has a plan in place, aligning the request with the business’s goals, making it more appealing.
2.???? Instead of saying, “Would you be open to sponsoring our event?” say: “We’re seeking event sponsors and would love to explore how this partnership could benefit your brand. Let’s schedule a time to talk.” Why it works: This is a direct approach that clearly states the need and frames the partnership as an opportunity for mutual benefit. It shows initiative and positions the conversation as one about collaboration rather than a request for charity.
3.???? Instead of asking, “Can we count on your support?” say: “I’ll follow up in a few days to discuss next steps and how we can move forward together.” Why it works: By setting a clear follow-up timeline, the leader is taking control of the conversation and creating an expectation of continued dialogue, making it easier to move toward concrete actions.
4.???? Instead of saying, “Do you think you could help fund our STEM program?” say: “We’re developing a comprehensive STEM program that will directly align with your company’s focus on innovation. Let’s talk about how your funding could help bring this initiative to life.” Why it works: This approach positions the request as a strategic alignment between the school’s goals and the business’s objectives, emphasizing the shared value of the partnership.
5.???? Instead of saying, “Do you think your company could provide us with some materials for the program?” say: “We’re looking for partners who can provide essential materials for our new program, and I believe your company’s expertise in this area would be a perfect fit. Let’s discuss how we can collaborate.” Why it works: This version directly addresses the company’s role in the solution, positioning them as an expert and a partner, rather than just a donor. It creates a sense of ownership in the initiative.
6.???? Instead of saying, “Could you offer us a discount on your services?” say: “We’re excited about the possibility of working together and would like to discuss how we can make this partnership mutually beneficial, including potential discounts for long-term collaboration.” Why it works: This approach takes a long-term perspective, showing that the educational leader is thinking about a sustained relationship rather than a one-time transaction. It invites business leaders to think strategically about the value of the partnership over time.
Building Confidence through Assertive Communication
Assertive communication demonstrates confidence, respect for the other party, and a commitment to the goals of the partnership. It ensures that educational leaders communicate their needs clearly and are positioned as capable, strategic partners, not just passive recipients of assistance. By focusing on how both parties benefit, these approaches not only foster positive relationships but also increase the likelihood of receiving the support that is needed to achieve long-term success.
Assertiveness in communication ensures that the message is not only heard but also acted upon. It eliminates ambiguity, sets expectations, and encourages timely follow-through, leading to stronger, more productive collaborations with business leaders. Through these practical examples, educational leaders can shift from passive requests to clear, impactful strategies that drive meaningful outcomes for their schools and communities.
The Superintendent as a Brand Ambassador
Superintendents are the heartbeat of their school districts, not only overseeing operations but also serving as the primary spokesperson and brand ambassador. In this crucial role, they help shape the public perception of the district, fostering relationships and advocating for its mission and goals. This goes beyond traditional leadership; it’s about actively promoting the district’s vision and cultivating a network of support, including from local businesses and other stakeholders.
Driving Strategic Partnerships
Superintendents, as the face of the district, are uniquely positioned to forge strategic alliances with local businesses, non-profits, and other organizations. Through thoughtful and compelling communication, they can clearly articulate the district’s vision, needs, and values, establishing meaningful partnerships that not only provide vital resources but also enhance educational opportunities for students and staff. These relationships, rooted in shared goals, contribute to sustainable growth and innovation within the district.
Inspiring Trust and Confidence
A superintendent’s ability to communicate effectively and build authentic relationships is essential in earning the trust and confidence of key stakeholders—teachers, parents, students, and business leaders alike. This trust forms the foundation for a supportive network that is willing to advocate for the district, collaborate on initiatives, and help advance its goals. A trusted superintendent is not only a leader but a unifying force, inspiring confidence in the district’s ability to achieve long-term success.
?Conclusion
To unlock the full potential of partnerships between education and business, educational leaders must learn to speak the language of business with clarity, confidence, and assertiveness. By framing our initiatives in terms of ROI, aligning our goals with workforce needs, and fostering strong relationships, we create opportunities for impactful collaboration.
Education remains a people-focused endeavor, yet understanding the principles of business—sustainability, strategic investment, and measurable outcomes—enables us to bridge the divide between these two worlds. This is not about compromising our mission but about enhancing it by connecting with partners who share our commitment to progress, even if their purpose centers on profitability.
For speaking availability: DoctorBradJohnson.com
Resources:
(2020, July 20). The Importance of Business Skills. Harvard Business School Online. Retrieved from https://online.hbs.edu/blog/post/importance-of-business-skills