Walking the Talk: From Strategic Thinking to Strategic Action

The benefits of long term consulting relationships

From the moment I began working with Missoula International School (MIS) nearly a decade ago, I have been captivated by their extraordinary journey. Now celebrating their 30th anniversary, they are a bold example of a school that has remained grounded in their unique mission and committed to continued innovation and growth.

Let’s go back to that opening sentence.

“I began working with MIS nearly a decade ago. ”

I want to pause right there. A decade. While not all of my coaching and consulting partnerships span ten years of challenge, opportunity, and growth, this one has. And it has been transformative not only for MIS but for me as well.

During that time, I have served as the chair of the MIS accreditation team, facilitated a board retreats, and guided the creation of a new Strategic Framework. Most recently, I co -facilitated this year’s annual board retreat with the head of school.

My work with MIS reflects my core belief that long-term coaching and consulting relationships can be transformational. Don’t misunderstand me. There is a place and a time for “one and done” workshops and consulting work. In fact, trying to spin every connection into a long-term relationship would be a mistake (Sort of sounds like dating advice, doesn’t it?). I often work with school leaders and boards on a short-term basis as well.  

But when the stars align and we can work together over the course of a school year – or a decade – the impact becomes deeply meaningful. I believe this impact requires shared trust and rests upon deep knowledge of school history and culture.

This year, the MIS board, head of school, senior leadership team and I began to establish structures to implement the strategic framework (notice I did not call this a strategic plan – I have a lot of opinions about the time and place for strategic plans vs frameworks). There is a lot that MIS is doing right as they step into the action phase of their strategic work:

•  Maintaining a long-term consulting commitment:

  • The most recent retreat was one part of a long-term engagement. As a consultant, there is something powerful about not only helping to create a strategic framework but sticking around long enough to carry the shared responsibility of implementation. In this way, we can all adapt as we go and the board and head of school aren’t left with, “We have a fantastic strategic vision – so now what?”  

• Engaging in a multi-tiered consulting and coaching structure:

  • I am working not only with the board on strategy and governance. I am also working throughout the year with the head of school and associate head of school. What better way to help ensure a shared vision and collaborative implementation?

• Showing up:

  • The commitment to ongoing school improvement is evident in the way that all members of the board and leadership team show up. They attend meetings and are fully present and contribute in those meetings, actively doing the work to implement the framework and deepen their understanding of their governance and leadership roles.

• Honoring and supporting the head of school:

  • Heads of school play a crucial role in setting and implementing strategic direction and boards that ensure the head has someone outside of the organization with whom they can think aloud, plan, co-facilitate, and reflect sets the entire organization up for success.

These help ensure that the strategic vision actually gets translated into action. And, they ensure a shared commitment to long term success and improvement by aligning the roles and the work of the board, the head of school, the leadership team, and the consultant.