Media experts and practitioners alike know that when schools do what they are supposed to do, it isn't often viewed as "news." As a result, the daily news becomes a litany of odd or abnormal events that too often shape the reality for citizens. It is important that school systems combat the cynicism and negativity that emerges when news gets defined in this manner. School leaders must reflect upon and focus on how to guide the development of stories about their school system. If they don't, the media will define the district's culture. To infuse the mission of the school system into the community's story and cause the "news" to reflect the district's actual mission work, effective superintendents use these key strategies:

Create a clear, focused mission and identify specific strategies of emphasis.

It is beneficial to use the time and energy of the school board to focus the mission and strategic priorities of the district. First, this provides a positive, proactive way for the board to guide the work of the school district. Second, clarity in the mission and strategies provides support for the superintendent and the administration. It helps build the right tension between policy and implementation so board-superintendent relationships are strong.

When the mission and strategies are clear, the superintendent and administrative team are better equipped to respond to media requests and place actions within the sponsorship of the school board.

Lead board members, district administrators, school principals, and citizen advisory groups to focus comments on the mission and implementation strategies.

Just as in a campaign, the mission becomes the theme and every incident facing the district can be linked to that theme. It may take some creativity, but acknowledging the incident that is creating news can be the vehicle to share the importance of the district's mission.
For example, if a sensitive personnel issue surfaces, provide the core facts when asked, but then link the incident to the importance of quality teaching and use the board's strategic action plan as sponsorship for that action. Always view the opportunity to explain as a teachable moment and link the incident to your school's priorities.

Support the media with story ideas.

Develop a web-based method for school principals and others to share good news activities and stories with the media on a regular basis. Often, the paper, television news, and radio station are looking for ideas. The more you can flood them with actions, events, and positive works of students, the more likely they will be to use some of those story ideas. Use the district's website as a way to place the story ideas and then provide the media with access to that website page. It is an effective way to influence the daily search for novel story ideas without having to rely on personal interaction with multiple media outlets.

Be open, accessible, and responsive to inquiries from the media; use their stories to focus on your mission and strategies.

Reporters are usually working on a deadline, so responsiveness at the school district end of things is important. Develop relationships that demonstrate your intent to be responsive to their inquiries. Commenting in a way that links even an unpleasant story to the complexity and sensitivity of the district's mission is better than a "the superintendent was unavailable for comment" or a "no comment" quote in the paper or on television or radio.

While most reporters appreciate the role and responsiveness of the school leader, some don't. When dealing with the cynical or negative reporter, do all you can to keep the high road. Learn to use silence to communicate. Remember that television and radio rarely get good ratings for broadcasting silence; use time to your advantage so you can speak with measured, thoughtful tones to link the question to your mission and your message. Staying on message is a key to successful interviews; do what you can to keep your comments linked to your message.

Practice.

Finally, it is important that you rehearse working with the media, especially television. Take the time to set up a camera and role-play with your colleagues. This activity is an especially important effort for the key spokespeople for the district. Put yourself through the process with each other or bring a friendly reporter in to work with your team and rehearse your spokespeople. This process will pay dividends when the inevitable crisis or difficult incident requires media savvy.