by Barbara Barron | Posted February 16th, 2022 | Subscribe to this newsletter

Ever find yourself hearing three or four interconnected thoughts in the same few minutes? Or days?

For me, that’s when I know something is afoot. It signals that I need to slow down, think deeply, and then write about that confluence. Here it is.

Thing one is that I have recently learned of two very seasoned and successful directors of development who are considering leaving their current organizations. Both have raised boatloads of money and are trusted and respected in their communities. One is looking for a new challenge after many years.  But looking elsewhere rather than within. (More on that in a minute.) The other is facing a wall of insurmountable resistance. From above. The writing is very clearly all over that particular wall. Sadly, it’s time to move on. The organizations that these two fine professionals serve are about to face something that is decidedly… not good.

Thing two is that I was just reading Donna Orem, NAIS President’s recent “Looking Ahead” column. She forecasts trends in giving and also references the real issue of burnout in the advancement realm. One of the links is to yet another Chronicle of Philanthropy study about the high cost of losing experienced fundraisers. Again? Still? Augh.

I’ve presented on this topic at CASE-NAIS and have written about it here. When we lose someone our donors know and trust, someone with deep and contextual institutional memory and great standing in our community, we not only lose them as trusted advisors. According to the Chronicle piece, we are letting (potentially) hundreds of thousands of dollars in future major gifts walk out the door. This should make Heads and Board members weak in the knees, as it will likely take months or years for someone new to amass the kind of social power and philanthropic influence to secure those significant gifts.

If they ever do.

Meanwhile, some of your best donor family prospects will have moved on in the interim. Perhaps reading that might also empower some of the under-paid and under-appreciated development pros reading this to speak up and advocate for yourselves. Check out this calculator so you can apply the math.

Your salary, my friends, is a mere fraction of your potential worth to your school. Don’t forget that! 

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What is missing from the discussion is how to solve this very real problem. Let’s go back to my first example above, where our development professional has decided that it’s time to seek other challenges (read: opportunities) elsewhere. One of the chief reasons that pros give for moving on is the desire to stretch professionally. To gain proficiency in a new area. Professional growth, folks. Everyone worth their salt needs it to continue to thrive.

So in this situation, what if, instead, they first had a frank discussion with their Head about ways to leverage their years of experience and relationships to forge a new, robust major gifts program? If my friend were to have that opportunity at their current school, perhaps a year or two from now, they might have built a rocking major gifts program, helping the school see transformative gifts as a result of those cultivated relationships. If they move on, they may still affect that kind of abundance at a new place. But statistically, it won’t be for several years, as they won’t immediately enjoy those relationships with the new people. See my point?

In the second situation, classic and systemic problems are at work. Leadership thinks it knows everything. People are reduced to working in silos. Diverse perspectives are not brought to bear on problem-solving so they keep trying the same solutions to evolving problems. As educational organizations, we love to talk about advocacy, letting students try and fail, and the power of iteration. But those values often stop at the classroom door.

An old professional friend once told me that we can only ever go as far as our leaders can see for us. Sad and true. That’s exactly what’s happening here. A complicating factor for schools is that the market is extremely tight. So both schools will likely have to pay far more for far less to hire my friends’ successors. Even if they find someone excellent – and I hope they do! – they are months or years away from yielding the possible results they could have achieved if they’d allowed my friends to do the extraordinary work they have shown they can do. Senseless.

In closing, I do have to say that, despite everything I’ve said here, moving on is sometimes still the best possible decision. For everyone. I have long believed that the right thing for the individual is ultimately the right thing for the organization. Even if it doesn’t initially feel like that. But to my Heads and volunteer readers: isn’t it worth trying to create an atmosphere where you keep great people a bit longer? To recognize and reward worth and contribution? To allow for growth and experimentation, especially if it results in increased revenue and more connected, loyal donors?

And for those of you who are too burned out or itchy to even try to create a better situation where you are, I leave you with this advice.

We all know the expression “To live well is the best revenge.” I would add this little corollary: “If true, then the second-best revenge is to leave a high watermark.” Do extraordinary work. Be impeccable. Leave behind a legacy of work and quality that sets an impressive bar. It serves your organization to know what great looks like. Let’s see them try to replicate it.

Be well,

Barbara Barron

barbara@barbarabarron.com

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful fundraising plans and programs for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls, Sage Ridge, and San Diego French American, and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

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  Metrics That Matter vs. Metrics That Don’tMarch 16, 2026
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  What is Your Brand?March 2, 2026
• 
  Success Story #2February 16, 2026
• 
  The Steps We SkipFebruary 1, 2026
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  What if Fundraising Was Really about Creating Donor Joy?January 21, 2026

The post What is the Real Cost of Turnover in Our School’s Development Office? appeared first on Barbara Barron.

March 10th, 2021 by Barbara Barron

Please note that this article is intended for the eyes and ears of the Heads of School and Executive Directors out there. Read on, dear development pro. But then forward this on to your leader, with my best wishes.

There she is, toiling away in her tiny office. Can you see her, in your mind’s eye? She’s deftly handling all aspects of the organization’s fundraising activities. She’s launching appeals, entering data, recording gifts, pumping out acknowledgment letters, planning events, and fielding requests from a volunteer. Someday soon, we hope, she’ll be driving her own car to Target to pick up cases of sparkling water and boxes of brownie bites for the next parent gathering. And my favorite: making name tags. So glamorous.

Who is this one-woman-band of a person? Why, she’s the solo development department – of course! And while she definitely deserves our gratitude and applause, what she really needs is our respect… and some help.

Independent schools all over this country rely on the work of solo practitioners – development offices of one. With tight budgets and eagle eyes scanning for unnecessary expenses, we understand why it happens.

But if we take a deeper look, we might come to a different conclusion. We may even move towards a completely different model. One that supports these fine professionals by giving them the resources and support they need to continue to survive. And by survive, I – of course – mean thrive.

After all, for schools and many other non-profits, gifts are the only source of non-tuition (or non-service) generated revenue we have. It is what we count on every year to make the magic happen in our program. For those fortunate organizations that have amassed a significant endowment, or have sizable physical plants that garner big ancillary income (say, summer camp programs or special event rentals), the pressure on gifts is less intense. Somewhat. I’ve never seen or heard of a school so well endowed (if you will) that they don’t also go full-court press on raising annual dollars.

For the one-woman shop, that work is all hers. Most of us who get into this line of work do it for the opportunity to have an impact. We want to help. To serve. There are notable exceptions, sure, but most of us are not out for fame or to always be the center of attention. So, while many of us are ok sacrificing fancy office digs for the good of the program and the support of our teacher colleagues, there comes a point of no return that I see too often.

Great advancement professionals are burning out. They are tasked with too much, without adequate compensation, recognition, or support. They are lonely and underappreciated. It’s a bad look. And our schools are hurting because of it.

How this is operationalized and the ways we can fix it are two sides of the same coin.

The fix regards communication. In other words: who has what information about the current roster of families at our school. There is a natural and healthy tension about who needs to know things. Discipline issues, for example. An illness in a family. A student struggling academically or emotionally. Every situation is, of course, unique. But in too many schools, there is a virtual wall that prevents the advancement professionals from being in the know about these sensitive situations.

What’s the harm? Well, let’s say that our beleaguered one-woman development professional happens to call on the family in distress on that very day. Maybe she’s calling to ask for a donation for the annual auction. Or to remind them, as they requested, of their next pledge payment. Bam. Blindsided. And in addition to our pro feeling absolutely terrible for the insensitivity, this makes the school look heartless, disorganized, and out of touch. I’ve been in that situation and it is awful. So much for building and caring for relationships.

This is totally avoidable, my friends. Sharing confidential information is imperative. It needs a thoughtful procedure, for sure. But it’s not like development folks don’t handle and keep all kinds of highly confidential information every day. It’s what we know how to do. Instead of being left out, we need to be trusted by our colleagues. And we need our Heads to create and insist on a process that loops us in.

Similarly, it’s vital to share information about newly admitted families early on in the process. This gives the one-woman development team a chance to learn more about them and to prepare for the eventual hand-off of these families to the ongoing relationship manager. Oftentimes our admission colleagues – again adhering to confidentiality and healthy boundaries – are reluctant to share intelligence, making it much more arduous for development to do the necessary and standard work of research.

As forward-looking organizations, we need to break down those silos and start seeing this work as the collaboration it should be: welcoming new members of the community and cultivating what we hope will be our next generation of donor change-makers.

Naturally, much of this important refashioning of systems requires our Heads (and Boards) to see the issue and the consequences of continuing to isolate and minimize development. Especially when it is a one-person operation.

To make that process clearer and easier, here are some additional, specific ways to start to make vital changes. Changes that will help us keep good people longer. Changes that will build a more effective advancement model that benefits everyone:

1. Give your one-woman development team access to family information in real-time, from all key players. Make sure your development pro is in the room and at the table — for all the reasons stated above.

2. Create communication systems that respect privacy but also ensure there are no gaps in your one-woman team’s knowledge so you minimize the risk of painful gaffs. This is a clarification and expansion of item number one. It’s not enough to dump a spreadsheet on her. Your information-sharing system needs to be both thoughtful and consistent.

3. Train new Board members to follow the one-woman development team’s lead in matters of cultivation, solicitation, and stewardship. Insist that trustees and other volunteers report back on all donor interactions in a timely manner so that our one-woman development team can do her job. Keeping track of and serving as air traffic control is a major part of the job description. This will make it doable without the elevated risk of burnout.

4. Offer ongoing professional development opportunities to your one-woman development team. Send her to conferences. Provide professional coaching. Encourage her to engage with peers at other organizations to share best practices and learn new techniques. If she is going to be at the center of your fundraising world, arm her with the most relevant and up-to-date information we have.

5. Find the resources to pay your one-woman development team what she’s worth. Maybe find a way to add another team member (!) so she can occasionally get out front behind a screen and meet and make connections with families, or call on alumni, or sit with donors to learn more about their interests and passions. Give her the breathing room to help the school deliver on its inspiring mission.

And finally:

6. Give your one-woman development team her own office, and put that office in a highly-visible area. This is a far more central issue than simply where someone sits to do their work. Too often, development offices are squirreled away, literally in a basement or another off the beaten path part of campus. It is highly counterproductive to hide our development office. Why? Because what it says to our community (parents, teachers, other administration, students – also known as future alumni) is that the office and the work being done in it is unimportant – at best – and distasteful or shameful – at worst. That is the opposite message we should be broadcasting. Instead, we should be loud and proud about the evidence of philanthropy at work in and for our organizations. We should celebrate generosity. And we should demonstrate that we are grateful for the hard and noble work of the professionals that make it happen.

These are the kinds of simple but substantive changes that will grow our programs, whether they be one person shops or ten-person offices.

This global crisis has shaken up our schools in so many ways. These solutions are doable and can change your whole world in a matter of weeks. There’s never a better time than now to invest in your advancement program and grow the vital resources we need to deliver on the mission.

As always, stay well,

Barbara Barron

barbara@barbarabarron.com // @BBAdvancement

Related posts:

• 
  How Can You Set Yourself Up So That Next Fall is a Huge Success?April 14, 2026
• 
  Metrics That Matter vs. Metrics That Don’tMarch 16, 2026
• 
  What is Your Brand?March 2, 2026
• 
  Success Story #2February 16, 2026
• 
  The Steps We SkipFebruary 1, 2026
• 
  What if Fundraising Was Really about Creating Donor Joy?January 21, 2026

The post Let’s Hear it for the One-Woman Development Office appeared first on Barbara Barron.

by Barbara Barron | Posted April 10th, 2019

I’m a big believer in training. And practice.

I’ve written before about the importance of practicing how to ask for support. How we need to strike the right balance between being sharp and focused in our approach, but also relaxed and confident. And how that balance is best achieved by doing it, a lot.

For those of us with dozens or hundreds of asks under our belts, this is obvious. We have the experience. Experience, it turns out, leads to chops.

But what about our volunteers? They come to us with a deep love of the school and a generous intention to help us raise money. That’s beautiful! But typically, they come from other professional arenas. And therefore are rarely practiced in the art of soliciting for charitable gifts.

After all – asking for money is its own special little niche. And it generally terrifies even the boldest volunteers.

So how can we help them help us? How can we give them enough information and practice so they are at the very least, capable of this important and high stakes task?

And at best, are skillful, successful, and maybe – just maybe – might even enjoy doing it?

Here are some tips from the field:

Tip #1 – Educate, educate, educate.

About the project. About our case for support. About the possible obstacles we may face. But above all, about the massive benefits of the project. What does this project mean to the school? How will it enhance the program? How will it solve something? Or make delivering on the mission more attainable?

I’m not talking about the “features”: 15,000 square feet, 4 classrooms, blah, blah, blah. Fluency on those things is a requirement but most people need no training to get those committed to memory. What I’m saying is educate your volunteers on the impact of your project. Give them the vernacular so they can prosthelytize candidly. And not just to potential donors, but any John or Jane on the street.

And, no – it’s not enough to give them a print-out or an email. Really educating a volunteer means doing a bit of roleplay. You’ll both feel silly for fifteen minutes. But isn’t the project worth it?

#2 Give them skin in the game.

I’m not generally a sports analogy kind of person, and this one is especially masculine, but there is something palpable about this image.

Here’s what I mean. Our devoted, trained volunteers need to make their own commitment first — before they ask anyone else. And they need to take this a step further — they need to make their commitment a “stretch gift.”

Why? Because the very act of saying “I’m in” in such a big way suddenly makes th project personal. The volunteer is now invested.  And since they’ve stretched in making a commitment that is significant, meaningful – maybe even sacrificial – they can stand in a place of pure integrity when they say to a peer: “Join me. My family is making this a top priority and I’m asking you to do so, too.”

You’ll be amazed at how quickly this changes the way your volunteers engage with potential donors. It’s truly night and day.

#3 Write a script and take them through it.

Like I said above, it isn’t enough to send along an e-mail with these pointers, or simply forward this article. (As thankful as I’d be.)

In order to really prepare your volunteers, you have to practice with a script.

You will get all kinds of resistance to this. People will balk. They won’t be able to find the time! They’ll want to rush through it! It is on you, my friend, to push past their excuses, sit them down, and work on your message.

The act of rehearsing is uncomfortable – particularly for adults. And yet, that discomfort is where the power lies. It’s somewhere in the fumbling and stumbling that we learn. And keep getting better.

Here’s a way to lessen the blow. Set the example by role-playing with the Head of School or another practiced person first and let the volunteers watch. It’s important that afterward you don’t back down. You must make them do it themselves. They are only scared of looking foolish. But a tiny bit of ego-death is a small price to pay for your project truly soaring.

Acknowledge the awkwardness. The self-conscientious-ness. The weirdness of it all. But for goodness sake, keep going. The more they practice, the better you’ll all get. And the greater confidence they will develop.

Tip #4 – Require pre-game and post-game debrief sessions.

Okay, wow — not sure what’s happening to me with these sports metaphors, so I’m just going to breeze past them for now.

Just like the training sessions with the script, our wonderful volunteers will resist this idea, too. They’ll say it’s unnecessary. Or, again, be “too busy.” Just as a little knowledge can be a dangerous thing, so, too, can a shallow depth of experience. This is crucial. Get them to agree to speak to you before and after each solicitation meeting. This way you can refresh the script, hand over key information about the prospect, and confirm who is playing which role in the conversation so that nobody steps on anyone’s toes. We’re going for coordinated, professional effort here.

The post-game debrief is also essential, and twice as likely to be blown off. But here’s why you should insist. This meeting may be the only time that you, as the Advancement Professional trying to coordinate this circus, can get the details on a pledge or payment plan or the needed follow up. The absolutely crucial “Action Plan.”

In my experience, rarely does a volunteer-led solicitation result in a firm pledge and clear plan forward. There are invariably loose ends and undocumented minutiae. So, since you’ll be handling those important pieces anyway, why not create – and insist upon – a system of “downloading the meeting” so that your helpful volunteer gets that info to you straight away.

Tip #5 – Steward everyone.

Last but not least, emphasize with your (now) highly-trained volunteer-solicitors the importance of steady, practiced, and extremely personalized stewardship. We simply cannot thank a potential donor enough, even if they don’t ultimately end up giving. Or giving as much as we hoped.

Make it easy for them. Hand over a stack of stamped note cards and ask your volunteers to write a “highly personalized” thank you note immediately after the solicitation. That very day, please. Be sure to let those volunteers know when the pledge they helped secure is finalized or paid so they can thank the donor again.

This is on you. Report progress. Give them credit. Thank them repeatedly. Never forget that your volunteers are also your donors. Stay positive and cheerful and patient, even when they are late or unresponsive. They will annoy and frustrate you. (This is unavoidable.) Never let them see those feelings. If you need to vent, e-mail me.

And there we have it. Five starter items to work with when training your volunteers. Is that everything you can do? Of course not. But it’s a start.

In the end, you might be able to raise all the money you need by yourself. Amazing. Or maybe you can do it with your professional team — headed by your Head of School. Also amazing.

But I will argue that there is a power in mobilizing volunteers. A benefit that feeds directly into a strong Culture of Philanthropy – which is something we should all be aiming towards.

So I do recommend it, if you are able to put in the time to do it right.

Take the time. Get the commitment for support from your Head of School. Sometimes it makes sense to bring in an outside consultant like myself to deliver some of this new information and conduct the initial training because we can say things you may not be at liberty to say. And, as an added perk, it frees you up to focus on your relationship with the volunteers as you steer the ship towards a successful conclusion of the project.

Then – let’s not forget – celebrate with them. Enjoy the moment. Everyone will be looking to you to set the tone. Do it.

barbara@barbarabarron.com

860-604-9081

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for over 20 years. In that time, I’ve had the pleasure of creating and implementing successful Strategic Fundraising Plans for so many incredible schools. I’ve had the privilege of seeing real growth at San Diego French American School, Presidio Knolls, Woodside Priory, Sage Ridge and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. I believe that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

The post How Can We Train Volunteers To Be Superstars For Our Campaigns? appeared first on Barbara Barron.

by Barbara Barron | Posted December 13th, 2017

Anyone who has ever held a management position knows how hard it is to keep people happy, productive, and engaged.

It’s a tall order. We need to be inspiring leaders. We need to be clear and decisive managers. We also need to ensure our people are striving to reach their absolute best — all while meeting (or exceeding) the goals set for us by our Heads and Boards.

We are expected to build a rapport with our staff based on trust and respect. We are expected to utilize a deft, light touch, so they feel neither micromanaged, nor left adrift. Whew.

Sometimes it seems impossible, doesn’t it? Like there’s no way to “do it right.”

There are roughly one million books on leadership and team management out there. Some of them are actually worth reading. And almost all of them, I suspect, will be able to offer more advice than I could in a single blog post.

So what I want to do, instead, is focus in on something very specific:

The things you can do today to make your team feel appreciated.

After all, there’s a lot of power in feeling appreciated, isn’t there?

Let’s take for granted that your dedicated advancement staff works their butts off. And let’s also take for granted that they work with limited resources, and typically some pretty long hours, too.

It’s my personal opinion that that particular trifecta (hard work + long hours + limited resources) can lead to stress, dissatisfaction, and poor morale. But not if you can show them how valuable they are to you and to your school.

It’s actually pretty easy to avoid. 

I’ve been doing this for over 20 years now. And during that time, I’ve made it my mission to make sure that I practice a daily ritual of gratitude and appreciation.

It’s just like anything else. You work out regularly? You pay your credit card bill on time? You can do this, too. It just takes a commitment to do it. So let’s start with that.

Commit to daily appreciation. Go ahead. I’ll wait.

Now, with that in mind, write down whichever of the following ideas you gravitate to the most and post them to your computer monitor. Gratitude begins today!

Tip #1: Learn How Your Team Feels Rewarded

This might strike some as a surprise, but – guess what? – not everyone feels rewarded by the same things.

For some folks, the reward of the job is the money that comes with it. They feel accomplished simply by seeing those zeroes on their paycheck.

For others, it’s a title and responsibility. They feel a rush every time their title gets bumped up and more duties are assigned to them.

And let’s not forget the folks who want to be in the room where the decisions are made. Or the folks who thrive when they receive specific, verbal praise and acknowledgment.

Coming to terms with the fact that each of the people on your team has a different need is the first step. And the most effective, and frankly, respectful way to learn what that is  — is to ask.

That’s right: ask. “What makes you feel appreciated and respected?” You’ll be surprised by what you hear.

Tip #2: Schedule Check-in Conversations

“Oh, this I’ve got down. I have an annual evaluation on the calendar already!”

No. Sorry.

Again, we’re talking about regular practices, right? Your team needs you to check in frequently. Find a few minutes to speak to each person individually. It can be informal if that fits the culture of your school or office. Or whenever your instincts tell you someone needs your attention.

Start with a question like “What’s the most pressing thing on your mind?” See what they’re prioritizing. Or struggling with. It’s okay if the answer isn’t the job. All information about their lives is useful and allows you to be a more compassionate leader.

Demonstrate how much you value this process and your staff. Dare to have candid conversations about how things are really going.

Tip #3:  Share the Credit

Keep track of the moments when your team surpasses expectations. Maybe it was the brilliant solution to a nagging problem. Or a spontaneous act of stewardship to a donor. Or the skillful way someone defused a stressful moment.  Track and share it with your Head. And your Board.

Consider a quick e-mail of gratitude to the team, and copy your Head of School. Or send one directly to your Head, bragging on a staff member. The tone of it should be informal and sweet: “I was blown away by this, and I knew you would be, too!”

Each of these will go a long way, and I guarantee your team won’t get tired of it as long as it’s specific and genuine.  As Director (or Head) you get the majority of praise when things go well. Performing this daily activity ensures that your team feels seen.

Tip #4:  Share the Spotlight

Look at your calendar. Do you have presentations on the horizon?

Of course you do. Think of opportunities to allow each and every one of your team members to speak up during these presentations — to take ownership of some aspect of it.

I’m well aware that not every one of your team members is going to be excited at the prospect of public speaking. In fact, it might be terrifying to them. But let’s be real: public speaking is a career advancing skill, and part of your job is to help your people develop professionally.

If it truly terrifies them, stand up there with them. You’re in this together, right?

This might feel like added complexity when you already have low bandwidth, but I assure you that it will pay off in time. Everyone in the organization will see the strengths each member of your staff brings to the work. They will know them. And your team will appreciate you for having faith in their abilities and for letting them present their own good ideas.

Tip #5: Advocate Like Heck for Your People

Advocating is a daily ritual.

Let’s start with this: insist that they are fairly paid. That’s the low bar. Benchmark peer schools to know what those ranges are. (You don’t want to get caught in a situation where your staff knows how uncompetitive their wages are, but you don’t.)

Now let’s bump it up a notch. Develop the habit of encouraging each staff member to seek out professional development opportunities that excite him/her and that add value to the program. Treat them like the professionals you want and need them to be.

This isn’t about finding defects and correcting them. It’s about seeing what they’re already good at and polishing it.

I could go on for ten more posts about great advocacy. I’ve barely scratched the surface here with these five tips.

At the end of the day, these aren’t optional. You aren’t going for extra credit. Practicing daily gratitude is the right thing to do for your people, your program, and your donors.

And lest I close out without practicing what I preach: I must thank the wonderful women you see in the picture that opens this post. That’s me on the far left, three outstanding volunteers, and a super-star former staff member, Lauren Davis.

These women, along with so many other pros I’ve worked with at different schools, are far more than simply former colleagues and volunteers; they’re now friends. They made everything we accomplished sweeter. And they had my back because they knew I had theirs.

And so, in closing, what else can I say? I thank you!

barbara@barbarabarron.com

860-604-9081

My name is Barbara Barron, and I’m writing this blog to share advice on a profession that I adore.

I’ve been working in the field of Independent School Advancement for nearly 20 years. In that time, I’ve had the pleasure of creating and implementing successful Strategic Fundraising Plans for so many incredible schools. I’ve had the privilege of seeing real growth at The Carey School, Marin Primary & Middle School, Woodside Priory, Crystal Springs, Presidio Knolls and others. (Maybe we’ve met!)

Nothing makes me happier than seeing a struggling school start to thrive. My hope is that you’re here to make a positive change as well. I hope my advice can be a part of that change.

Shoot me an e-mail if you want to swap tips, or share your voice here.

Let’s do this, together.

The post How Can We Show Our Team That We Appreciate Them Every Day? appeared first on Barbara Barron.