Counselors play a critical role in a school community. They are often leaders on a school staff. They are involved with nearly every intersection of decision-making and problem-solving for students–from academic, to social-emotional, to career and life planning. They are fierce advocates for students and families. Because of this, counselors often see trends emerging or issues arising long before others. And, with their school-wide perspective, they understand the levers for change at a more nuanced level. 

With this unique perspective, counselors can often be the most appropriate or informed voice to alert administrators to challenges or problems within a school community. Though it may be difficult to address difficult topics with superiors, doing so is necessary to promote improvements or catalyze change. Use the tips below to ensure that these conversations are productive and focus on student wellbeing.

Prioritize needs and issues

Counselors often transcend a particular grade level or department. And, they have regular and ongoing interactions with a wide swath of students. Because of this, counselors are often acutely aware of a long list of issues, concerns, and trends. With finite time and resources, and in order to maximize the likelihood that an issue will be dealt with, it is critical when engaging administrators around challenging topics to focus on the most pressing needs or issues that can be solved quickly and easily. ‍

Approach it using a “we” mindset. 

All too often when pointing out an issue within a school, it can be easy for an administrator to become defensive, either on behalf of themselves or other staff. Frame the conversation with a collaborative and asset-based approach. Try your best not to place blame on others but rather focus on productive improvement. Bringing the conversation back to the positive impact a change could have on students helps to keep everyone unified on their shared goal. And, when you are aware of colleagues trying something innovative or taking a risk to improve a situation, show your support. Creating a culture where educators feel comfortable pushing against the status quo in order to support students and families is beneficial for all within a school community. ‍

When presenting a problem, offer possible solutions. 

In order to make the most of a conversation with an administrator, couple an explanation of the problem with potential solutions. Think through questions administrators might have or barriers that might make a solution challenging and brainstorm ideas for possible productive paths beforehand. It can be helpful to find models from other schools or districts to both inspire solutions and to show concrete ways a certain plan has made a difference. 

Use relevant metrics to make your point. 

Having data to both explain the problem and talk through potential solutions can be a powerful approach to help administrators understand the issues as well as provide tangible ways to measure growth and success. Provide context by using metrics that will resonate with the person or group you are talking with. If additional funding or staff time is required, try to help administrators understand the return on investment you can anticipate so they see the value of expanding these additional resources. And, do not be afraid to celebrate and showcase data that illustrates successes you have had to help provide evidence for scaling a particular program or idea. ‍

Be thoughtful about the timing and overall dynamic of the conversation.

The timing of a conversation–especially if it is about a difficult topic–can make a huge difference in how it is received. Make sure your administrator is able to focus their full attention on hearing you and any proposal. Pause before bringing something up at a public meeting to determine if a one-on-one conversation would be more productive. Consider scheduling a time for a conversation rather than trying to catch them in the hallway or just stopping by their office. Make sure you, yourself, are in a non-reactive and solution-focused frame of mind. Beyond the time of day, take into account the time of the school year and how that aligns with the budget cycle or potential implementation plan, especially if you are proposing changes that will require logistical or financial shifts. Taking these variables into account beforehand can have a significant impact on how the information is received and acted upon. 

‍