What does it mean to be a Strategic Business Partner working in Education?

The culture of schools is completely different to corporate organisations - being unique environments established to enhance student outcomes.

Within this setting, Executive Assistants (EAs) emerge as the face of the executive of the school - a hugely complex, challenging, and yet rewarding task for individuals in these roles. A job unlike any other, EAs often act as members of the Senior Executive Leadership team but also sit outside of it. They are set within administration but set apart from other faculty and staff. We are the gateway, the organisers, the confidants, the communicators, the companions. We are integral players who wear many hats in a single day!

There has a been a lot written recently on how the EA role is referred as a ‘strategic business partner’ to their Executive. But what does this mean and how is this interpreted for EAs working in education?

"A strategic business partner understands the school intrinsically and in collaboration with others in the school community, represents and supports their executive to achieve goals and objectives for the school”.

The word strategic can be a little daunting but is not one to be frightened of, a simple definition describes it as ‘helping to achieve a plan’. With that definition we could say that everything EAs are tasked with is strategic in its thinking, ultimately to ensure that our Executives are represented and supported at the highest level.

Lucy Brazier OBE (2023) suggests there are two components to becoming strategic business partners:

1. Firstly, we need to understand our schools at a deeper level, the school’s ‘why’ and our own purpose within it.
2. Secondly, strategically manage our Executives.

Understanding our schools

We know the core business of a school is teaching/student learning and at times an ancillary role can sometimes feel a little detached. However, we too are also part of the main game, pivotal and the glue that binds a school together. We are the ‘brand ambassadors’, an important contributor in building a school’s culture to promote a disposition to the future in the lives of our students.

Whilst one may understand the operations of a school, the environment, the landscape at surface level, however, to become a strategic business partner, requires deeper understanding of the school’s vision and mission, the school’s ‘why’, their values and other pillars. EAs need to find out your school’s secret sauce - what sets them apart - academic rigour, sense of community, a place to belong or another ingredient? EAs also need to understand their own purpose within your school community and how this aligns with your school’s purpose.

So that’s a lot of information to interpret, where do we start on this journey as a new or existing EA aspiring to be a strategic business partner? Here are a few helpful suggestions.

• Start with researching the school’s website - it is a wealth of knowledge.
• Source the school’s Strategic Plan, a comprehensive document outlining and communicating the school’s strategic intent and outcome.
• Be clear on school’s values, the pillars and vehicles used to support and promote them.
• Ask the Marketing Team for a copy of the Prospectus and if you can, join them for an Open Day.
• Follow your school’s social networking platforms to keep informed.
• Have a discussion with your Executive, they are your greatest supporter and a great asset for knowledge and in finding resources.
• You could ask to be part of strategic planning meetings to include yourself in the broader narrative and conversation. If you are unable to be part of these meetings, ask if you can join other meetings your Executive is involved in. This provides a front row seat to current ongoings, and you will learn many things.

Strategically manage our Executives

The working relationship between an EA and their Executive could be referred to a strong dynamic ‘subculture’ which can embrace the true essence of the leadership’s vision for the school (Gruenert & Whitaker 2015).

Brazier (2023) says strategically managing our executives is “not just working together; but thinking together”. As their 'right-hand person' you will be relied upon intrinsically and valued for your trust, leadership and many other characteristics.

To strategically manage your Executive and become the person that they need for them to perform at the highest level, let’s look some key characteristics required to take your role to the next level.

• Strong communication flow between the Executive and EA has to be core to becoming a strategic business partner. In addition, being efficient and effective in the way you communicate with others in your school is paramount. You are a representation of your Executive and as such it is essential that you have the confidence in your ability to communicate, to be dynamic and assertive when required.
• Relational trust is paramount to the partnership, one that is trustworthy, loyal and mutually supportive. Maintaining confidentiality, sensitive information and using discretion is key here. The building of this partnership will take time, according to Lucy Brazier at least 18 months. From my experience set aside some time every day, for a daily catch up. You will find that this time together is invaluable for building collaboration, understanding and rapport.
• Understand who the key stakeholders in your school are and how are they aligned to your Executive. I would say that Educational Administrative Professionals have the widest breadth of communication within the school community, from the executive team, staff, parents, students, to the wider community. It is important to remember our ‘brand ambassador’ badges here, ensuring that all our interactions are undertaken with excellence. Be active in your listening, be pleasant and respectful to others.
• Be pro-active not reactive. Take initiative and anticipate opportunities or potential issues before they arise - look ten steps ahead.
• Jeremy Burrows (2020) refers to five game-changing characteristics which I believe is essential to becoming a strategic business partner. Discerning anticipating the needs of your executive and being able to confidently make decisions on their behalf, problem-solve with flexibility and be adaptable, your Executive relies on you to do this. Steady remain calm within the chaos, interruptions, and other obstacles that we may encounter in our daily activities. Humble having a deep-rooted humble confidence. Burrows says “an unwavering belief that you have what it takes to figure things out, and a forgiving grace for yourself if you don’t figure things out”. Own those mistakes and be okay to receive feedback. Confidence to demonstrate courage, vulnerability, and bravery when things don’t work out. Be confident in leading and in your decision making. Future-Proof, continue to be curious, be an early adopter, continue to develop your emotional intelligence, enhance your skills and knowledge, be tech savvy, and focus on a future world that is AI + Humans.

A question I often ask myself “How will my decisions or actions reflect upon my executive to ensure they being represented at the highest level?” With many competing priorities, are we ensuring attention to detail to complete our tasks in an efficient and effective manner. For example, as the Asset Manager to your Executive’s calendar, are you forward looking, are you ahead of the game, observant of what is happening in their calendar to ensure their time is used efficiently and in the best possible manner. In doing so, allows you time to ascertain any clashes and for information searching, to ensure they are well prepared for any meetings or interviews.

Finally, you need to be passionate about what you do. It is more than a job. “I’m building a cathedral” the third worker says in the parable of ‘The Tale of the Three Bricklayers’. Let’s use this as a metaphor for building cathedrals in our schools. Be authentic in your interactions and enthusiastic about your important role supporting Executives in education. Immerse yourself in the school community, attend activities and interact with people from outside your inner circle to create meaningful connections.

In conclusion, being an EA in an educational setting can be an incredibly rewarding role. Schools are dynamic, energetic and vibrant places, whilst preparing young people for life is a noble aim. Developing an understanding of how the role can be further leveraged to enhance outcomes in a strategic manner has wonderful implication for both EAs, Executives and schools.

REFERENCES

Brazier, L. (2023) “The Modern-Day Assistant: Build Your Influence and Boost Your Potential”, Kogan Page Ltd, London

Burrows, J. (2020) "The Leader Assistant", Jeremy Burrows & Go Burrows, LLC

Gruenert, S & Whitaker, T. (2015) “School Culture Rewired” ASCD, Alexandria, VA