Unlocking the Key to Thoughtful Decision Making

School business leaders often face complex decisions where the stakes are high, requiring a careful balance of practicality, empathy and alignment with the school’s core values

CREDIT: This is an edited version of an article that appeared on HR Strategies Now 

Here’s a familiar scenario for school business leaders: a team member suggests a new initiative, or you’re asked to review options for a new process, tool, or project. Now you’re faced with a range of possibilities, some of which you can assess with confidence, and others that fall outside your expertise.

For school business leaders, making the right choice can have significant implications for staff, students and the wider school community. If you’re looking for ways to navigate these challenges and make well-informed decisions under pressure, read on for practical strategies and common pitfalls to avoid in your decision-making process.

Ask for Information

When you don’t have all the facts, how do you make the call? For SBLs, this question often arises when faced with requests from subject leaders, teaching staff, or other departments. Whether it’s a proposal for new software to support learning, a suggestion for improving facilities, or a pitch for a resource that claims to boost student outcomes, the pressure to act quickly can be intense.

However, making decisions with incomplete information carries risks. Moving forward without fully understanding the implications – financial, operational, or educational – can lead to outcomes that fall short of expectations, stretch budgets unnecessarily, or disrupt school workflows. While it’s essential to remain open to new ideas, the key lies in creating a structured process to assess requests effectively, ensure due diligence and mitigate risks.

Align with Values

Even the most well-intentioned decisions can backfire if they clash with a school’s ethos and core values. In a school management setting, where culture and trust are foundational to success, decisions that conflict with the institution’s guiding principles can have far-reaching consequences.

For example, a decision to allocate funding for a high-tech solution might be financially sound and promising in terms of innovation, but if it overlooks the school’s emphasis on inclusivity – perhaps because the solution isn’t accessible to all students – it could create division.

When decisions are made, clearly articulate the reasons behind them, tying them back to the school’s values. This approach helps build trust and demonstrates that decisions are made thoughtfully and with integrity.

Balance Emotional Influence

School business leaders are human, too. When decisions impact the livelihoods and responsibilities of staff, it’s natural for emotions to come into play. School managers often find themselves balancing a fine line between compassion for their colleagues and the practical demands of running a school efficiently.

In many situations, school managers might feel torn: they understand the educator’s perspective and the potential impact on students, but they must also prioritise the financial health of the school and consider the wider needs of other departments.

A “no” doesn’t always have to be absolute. Explore creative compromises, such as phased implementation of a project, pooling resources with another department, or identifying external funding opportunities. Recognise and validate the emotional weight of decisions, especially when they affect someone’s role or department. A simple acknowledgment, like “I know this isn’t the outcome you hoped for,” can go a long way in maintaining positive relationships.

Making decisions is rarely simple. Successfully navigating the process requires balancing empathy with practicality, gathering comprehensive information and ensuring every choice aligns with the school’s core values. By approaching decisions thoughtfully and communicating transparently, school business leaders can build trust and confidence across the school community.