In the world of international schools, the role of the Business Manager, is pivotal yet complex. The intricacies of their responsibilities extend far beyond managing finances, they also encompass relationship management with a diverse array of stakeholders. Jim Pugh, a veteran US Independent School Business Manager and one of the founding members of the National Business Officers Association, recently engaged in a conversation with William Scarborough of Sage Consultancy. Their discussion delved into the nuances of coaching business managers, managing stakeholders, and the differences between working in US independent schools and international school environments.
Who Do You Work For?
One of the first questions Jim poses when coaching a Business Manager is, “Who do you work for? Who is your boss?” This seemingly simple question often elicits a range of responses, with most Business Managers naming five or six different people. The conversation typically evolves into an exploration of these relationships, as understanding them is crucial to the success of the Business Manager. In US-based independent schools, the answer may be more straightforward because the CFO often has a clear reporting structure. However, in international schools, the dynamics can be more complex.
The Head of School: Your Number One Relationship
In the coaching sessions, Jim emphasizes the importance of identifying and nurturing key relationships. Among these, the relationship with the Head of School is almost always paramount. In Jim’s experience, with very few exceptions, the Head of School is the most critical relationship for a Business Manager to build and support. This relationship forms the backbone of a successful partnership, as the Head of School often relies heavily on the business manager for financial insights and operational support.
Reporting Structures in International Schools
William Scarborough has observed that in international schools, particularly in national schools such as German or French schools overseas, the reporting structure can be different. It is not uncommon for the Business Manager to report directly to the board rather than the head of school. This creates a unique dynamic where there is a dotted line, if not a thick line, connecting the business manager to the board, which some Heads of School may not appreciate. William recalls an experience where a Head of School insisted that no one on the administrative team speak directly to the School Board, preferring that all communication flow through them. This approach can be challenging, especially for Business Managers who value direct communication with the Finance Chair or other board members to ensure alignment on financial matters.
The Role of the Finance Chair
Both Jim and William agree on the importance of having a strong relationship with the Finance Chair. Jim points out that when the Finance Chair presents financial information to the Board, the presentation tends to be more effective than if the Business Manager were to do it alone. However, this requires the Business Manager to support the Finance Chair, particularly if they are new and unfamiliar with the intricacies of school finance. Regular meetings or informal interactions, such as lunches, can help develop this crucial relationship.
Managing Stakeholders
The conversation naturally shifts from identifying who the boss is to the broader topic of managing stakeholders. While the Head of School is the most important stakeholder for a business manager, other key relationships include the Board, various committees, parents, students, and faculty. Each of these groups requires a different approach, and the Business Manager must be adept at navigating these relationships.
Parents: Channeling Communication
When it comes to parents, Jim emphasizes the importance of clear communication channels. In his experience, a strong Head of School will direct parents to the appropriate person for their concerns, whether it be the business manager for financial matters or another staff member for academic or operational issues. This clarity helps to prevent problems from escalating and ensures that parents receive accurate and timely information.
Interactions with Students
William shares his experiences with student interactions in international schools. He describes three typical scenarios: students bringing in funds they have raised, organizing events where they want to use the school as a bank, and fact-finding missions by environmental clubs like the Earth Club or Green Club. These interactions highlight the importance of the Business Manager being approachable and supportive of student activities, which can enhance the overall school environment.
Faculty and Staff: Balancing Accessibility and Focus
Dealing with faculty and staff can be one of the most challenging aspects of a Business Manager’s role. Jim reflects on the difficulty of maintaining focus when staff members drop by unannounced with concerns or requests. While keeping an open door is important, it can be challenging to switch gears quickly and provide the attentive listening that staff members deserve. One strategy Jim suggests is to schedule a follow-up meeting at a more convenient time, allowing the Business Manager to prepare and address the issue thoroughly.
The Importance of Entry Interviews
Finally, Jim touches on a topic he has previously written about in his Business Office Basics articles: the value of conducting entry interviews with new colleagues. These interviews provide invaluable insights into the expectations, concerns, and aspirations of your colleagues and stakeholders, helping the Business Manager to build strong working relationships from the outset. This proactive approach can prevent misunderstandings and foster a collaborative working environment.
The role of a Business Manager in a school setting, whether in the US or internationally, is deeply intertwined with relationship management. While the Head of School is often the most important relationship to cultivate, the Business Manager must also navigate relationships with the Board, committees, parents, students, and faculty. Understanding who your boss is, in the broader sense, means recognizing the importance of each of these stakeholders and managing these relationships with care and attention.
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