Parents judge not just what a school is, but what it means for their child. Two schools can look identical, yet one is valued more highly by parents because of the meaning they create.

Let’s be honest, parent engagement isn’t what it used to be. As Heads of school, you’re dealing with families who have more choices, more information and higher expectations than ever.

Ask a teacher what your school stands for. Then ask a receptionist, a Head of House, the enrolments officer. If their answers don’t sound roughly the same, you have a problem. Not a branding problem. A purpose problem.

The instinct to refine, polish and elevate what your school offers is part of what makes you an effective Head. But that instinct can backfire when you fix things that are not broken. Especially in enrolments – reality isn’t the only truth that matters. Perception is equally powerful.

Marketing teams come in a range of different sizes – from the ‘one-man band’ to the team of many. The number and expected outcomes of their responsibilities should be reflective of the size and skillset of the team members, but this is often not the case and as budgets tighten, marketing and communications staff are sometimes the ones feeling the pinch.

When students graduate, their relationship with the school is far from over. In fact, the key to building an engaged and connected alumni network starts long before graduation.

In today’s competitive education landscape, personalisation is no longer just a marketing trend — it’s an expectation. Prospective families are looking for connection, care and confidence when making their decision and every interaction with your school contributes to this perception.

A job title doesn’t define the most crucial marketing role at your school; it’s defined by the impact it has. Many school Heads of school believe they’ve checked the marketing box by hiring a Director of Communications, but the reality is more complex.

Parents often choose a school in the same way they choose a laptop – by weighing value, selecting a familiar system and choosing features which fit their child’s needs. This challenges schools to rethink how families decide on a school, by focusing on perceived value and loyalty to build trust that endures.

We talk a lot about storytelling in school marketing – and rightly so. But not all stories are created equal. In fact, many aren’t stories at all. True storytelling isn’t about what’s said – it’s about what’s experienced, felt and remembered.

Families care less about job titles and more about how your school makes them feel at every step … they care about the experience. When marketing and enrolments aren’t aligned, the story they hear and the experience they live don’t match. That mismatch can cost you the enrolment.

School Heads should focus on leading strategy rather than constantly reacting to problems. By shifting from ‘lifeboat’ firefighting to ‘lighthouse’ leadership, they create clarity, empower teams, and build a sustainable culture of trust and strategic alignment.