The COVID-19 pandemic presented unprecedented challenges for school district leaders, forcing them to navigate uncharted waters with little guidance. Through it all, effective communication emerged as a critical skill that separated the successful superintendents from the rest.
In a recent interview, veteran school administrators Susan Enfield and Kristi Wilson, authors of the book “On Fire, Under Fire, or Fired: Superintendents in the Pandemic”, shared valuable insights on the communication lessons they and their peers learned during this tumultuous time.
One key lesson was the importance of having a trusted network of advisors. As Wilson explained, “It doesn’t matter what the topic is…you don’t have to do it by yourself. But the idea is to have one or two, and my rule of thumb was to have those outside your community.” Having that external sounding board was crucial for processing information, crafting messages, and making tough decisions.
Enfield built on this, emphasizing the value of vulnerability and humanity in communications. “Before you say it, ask yourself, is it honest? Is it loving? Is it necessary?” she advised. “Sometimes the satisfaction of wanting to say it doesn’t make it the right thing to do.” Acknowledging uncertainty, apologizing for mistakes, and showing empathy went a long way in building trust with stakeholders.
Both authors stressed the need to be proactive and consistent in communications. “It takes five, 10, 20 times for people to really internalize information or a message,” Enfield noted. “And sometimes I would be like, ‘Oh my God, I’ve already said this.’ Well, but say it again. And say it in as many formats as possible.”
Wilson added that writing things down, reviewing, and not rushing to react were also important strategies. “Almost 30 years in the business and over 10 as a superintendent, it’s so important to not react,” she said.
For districts without a dedicated communications professional, the authors recommended reaching out to peers or state associations for support and templates. As Enfield explained, “If you’re not fortunate enough to be in a district where you have the scale and resources to have a professional working with you on that, seek out that expertise.”
The pandemic forced school leaders into uncharted territory, but Enfield and Wilson’s insights show that communication grounded in humanity, consistency, and collaboration can help navigate even the most turbulent times. Their book “On Fire, Under Fire, or Fired” provides a powerful firsthand account of superintendents’ experiences – and the lessons we can all learn from them.
The book is available March 1.
