Much of what I’ve learned about marketing didn’t come from big campaigns. It came from small moments you almost miss if you’re not paying attention.

I’m reminded of one in particular.

Years ago, we launched an art fair. It was the kind of event that requires a lot to bring to life: community partners, vendors, sponsors, artists, and coordination with the city. In the end, it came together in a way that made us proud.

A close friend of mine volunteered to help. She’s experienced in events, and I was grateful to have her as a second set of eyes and hands.

Throughout the event, she was walking around helping people find their way. And it was a hot day, so she was pointing out where they could get a “Coke.” It was thoughtful and helpful.

I remember noticing it pretty quickly. Because our corporate sponsor was Pepsi.

The Lessons Behind the Moment

She’s from the South. If you’ve spent time there, you know that “Coke” is often used as a general term for any pop. It’s just part of the language.

It was a small moment. We pulled her aside and explained it. She adjusted. That was it.
No issue. No fallout. The event kept going (it’s still happening annually, 21 years later).

But it stayed with me. It’s something I reflect on even now.

Back then, moments like that stayed small. You noticed them, you learned something, and you moved on.

Today, I’m not so sure.

Now, moments travel. They get recorded, shared, interpreted. Often by people who weren’t there and don’t have the full context. Social media has changed the scale of everything.

What was once a quick correction can now become a conversation (or a controversy) far beyond the moment itself.

But the lesson hasn’t changed. Understanding your audience, the context you’re in, and the words you choose still matter, because the work itself will keep changing. The tools will change, the platforms will shift. Trends will come and go.

But the ability to understand people—and meet them where they are—will always be the work, and it’s a big part of why I love it.

In the past few months, Instagram has introduced two updates that could affect school leaders, staff, and students. Here’s what to watch for and how to utilize a new safety partnership.

Instagram Map: Check Your Privacy Settings

At the end of July 2025, Instagram launched a new Map feature that allows users to share their last active location with selected friends. Location sharing is disabled by default; however, once it is enabled, it updates automatically whenever the app is open, whether at home, on vacation, or during off-hours.

This feature raises significant privacy and safety concerns for school administrators, communications staff, and other public-facing leaders, especially if personal locations could be visible to others.

Our Recommendations

• Double-check your Instagram privacy settings, and check them regularly.
• Keep location sharing off unless there’s a clear, intentional need.
• Remind staff, especially those managing school social media accounts, to review their settings as well.

School Partnership Program

Instagram is inviting U.S. middle and high schools to join its School Partnership Program.

The National School Public Relations Association (NSPRA), in partnership with Consortium for School Networking (CoSN), released a report highlighting the significant challenges K-12 institutions face on social media, particularly due to the lack of dedicated verification and streamlined reporting processes. These gaps make it harder for districts to respond quickly to harmful or misleading content.

The Instagram program addresses part of that gap by offering:

• Prioritized reporting: harmful content and accounts flagged by your school are reviewed faster.
• Educational resources: ready-to-use materials for parents, students, and staff.
• Profile banner: a visible sign that your school is an official Instagram partner.

Schools sign up via a waitlist, and once verified, gain direct access to faster safety response and additional resources.

As social media features evolve rapidly, district leaders must stay ahead of both the opportunities and the risks. We encourage you to:

1. Review your personal and district account settings with your communications team.

2. Train staff, especially those managing official accounts, on these updates and their implications.

3. Explore partnership opportunities like Instagram’s School Partnership Program.

4. Partner with experts — CEL works alongside school districts to navigate these changes, strengthen digital safety practices, and develop strategies that protect your students, staff, and community.

Staying ahead of the curve involves more than just avoiding risks; it’s about building a safer and more informed online presence for your district. If you would like assistance with reviewing your social media strategy or implementing these tools, please connect with CEL to see how we can collaborate effectively.

Deadlines. Budgets. Surprise resignations. Emergencies.

Sound familiar?

For business owners and leaders, stress comes with the territory. There’s a lot riding on your decisions—and sometimes, not enough time to think them through.

Hopefully, you have trusted advisors around you; people who offer perspective, encouragement (and maybe the occasional reality check). But in high-pressure moments, there’s something else you should be able to rely on: a strong communications and marketing plan.

Yes, really. 

A well-crafted comms plan gives you more than a set of talking points. It gives you context. It helps you see the big picture, keep your message consistent, and stay grounded in what matters most. Here’s how a strong communication and marketing plan can lessen your stress:

1. It Reduces Decision Fatigue

When everything feels urgent, your brain burns out making tiny decisions: Do we post about this? Who needs to know? Is this the right tone? A plan pre-answers those questions. You know your key audiences. You know your priorities. You know your voice.

Try this: Build a simple content calendar with three pillars—internal updates, customer value, and thought leadership. Stick to it.

2. It Helps Your Team Move Faster (Without You)

Without a communications plan, everything bottlenecks at the top. With a plan, your team doesn’t need to ping you for approval on every social post or customer email. You’ve already set the direction. Now they can execute, feeling empowered and trusted.

Bonus: This builds trust, autonomy, and fewer weekend pings that start with “Quick question…”

3. It Aligns Your Message Across Marketing Channels

This is a big one. Does your website match your mission? Does your PowerPoint template reflect your expertise? Do your printed materials showcase your values? A strong marketing and communications plan creates efficiency: website, emails, sales decks, social, hiring posts—it all points in the same direction. Inconsistency creates confusion. Alignment is both powerful and efficient, making you feel more productive and less wasteful.

Ask yourself: Could someone summarize our core message in one sentence? If not, it’s time to sharpen it. 

4. It Turns Marketing from Reactive to Proactive

No more “We should’ve sent something about that.” A good plan anticipates launches, holidays, hiring, and product shifts. It doesn’t mean you can’t adapt. It means you’re not always playing catch-up. Proactive strategic planning includes having a crisis communications plan already in place, for peace of mind. 

Planning doesn’t mean rigidity. Your comms plan gives you a structure to flex from, not a script to be shackled to.

5. It Gives You Breathing Room for Bigger Ideas

The first phase of any solid communications plan is brand consistency. That might mean posting regularly, updating your website content, or making sure your internal and external messages match.

But consistency isn’t the finish line. It’s the foundation.

Once the basics are in place, you can shift your energy from reacting to strategizing. You can finally focus on what’s next—expanding your brand, nurturing leads, creating content that educates, builds trust, and drives results.

• Phase 1: Build the Foundation
  Establish consistent, credible marketing basics: clear messaging, updated website content, regular communications, and brand alignment across channels.
• Phase 2: Align to Strategic Goals
  Shift from visibility to intentionality. Move beyond “Hey, we’re here” and start crafting messages that support your business objectives—recruitment, retention, reputation, and revenue growth.
• Phase 3: Make Room for Innovation
  With consistency and alignment in place, you have the focus and flexibility to experiment. Explore new platforms, launch bold campaigns, and create content that sets you apart.

A big vision requires clear communication. A plan clears the mental runway so you can actually take off.

You don’t need a 90-page communications plan to feel less stressed. You just need a clear direction, some structure, and shared ownership across your team. Start small: a simple communications plan, a content calendar, and a few key communications channels—maybe some digital advertising if it fits your goals. The best part? You can set most of this in motion from the massage chair (or the beach. We don’t judge). 

Stress less. Communicate more clearly. And lead with a little more ease.

Handling emails from concerned or upset individuals can be daunting, particularly for staff who may lack experience or training in navigating difficult interactions. While organizational leaders often have ample practice in responding to community concerns, it’s vital to equip your frontline team with the skills and confidence they need to manage challenging email interactions with professionalism and empathy. Below are seven practical tips to help prepare your team, maintain positive relationships, and prevent potential crises.

1. Establish Clear Communication Protocols

Clear and consistent communication is key to maintaining a professional and unified approach across your organization. Establish guidelines that outline:

• • Response Time: Set clear expectations for how quickly emails should be acknowledged. Aiming to respond within 24 hours, even with a simple acknowledgment like, “Thank you for reaching out. We’re looking into this and will get back to you shortly,” can help manage expectations and reassure the sender.
  • Escalation Guidelines: Define when a concern should be escalated to a supervisor. Outline what information needs to be collected before escalation, such as the nature of the complaint, prior interactions, and any relevant documentation.
  • Crisis Communication Protocols: For high-stakes issues, have a clear action plan. Designate a response team, establish spokespersons, and manage the communication flow to handle a surge of inquiries effectively.

2. Training and Workshops

Investing in training ensures your team is equipped to handle tough situations with confidence and care. Consider offering workshops focused on:

• • De-escalation Techniques: Train staff in strategies to stay calm and professional during tense interactions. Role-playing exercises can be particularly effective in preparing staff for real-world scenarios.
  • Empathy and Active Listening: Teach staff to acknowledge emotions and show understanding, even if they don’t agree with all the points raised. Techniques for active listening and finding common ground can turn a negative interaction into a constructive dialogue.
  • Effective Writing Skills: Emphasize the importance of clear, concise, and non-defensive responses. Provide tools like Grammarly and offer customizable templates for common issues to maintain a consistent tone and clarity.

3. Empower Your Frontline Staff

Ensure that your frontline staff is informed and prepared for crisis communications:

• • Keep them updated with key messages, especially when information spreads rapidly through social media and instant messaging.
  • Equip them with responses that prioritize safety and transparency, such as, “Ensuring everyone’s safety is our top priority. We will share updates as soon as we have all the necessary information.”

4. Develop Resource Materials

Create easy-to-use resources that staff can reference during challenging interactions:

• • Template Responses: Offer customizable templates for frequently encountered issues, ensuring they are aligned with your organization’s communication standards.
  • FAQs and Troubleshooting Guides: Develop comprehensive guides that provide quick access to solutions and appropriate responses, helping staff manage common concerns effectively.

5. Foster a Supportive Environment

Building a culture of support is crucial for staff dealing with challenging communications:

• • Encourage staff to seek advice from experienced leaders and maintain a collaborative environment where they feel comfortable sharing concerns.
  • Hold regular debriefing sessions to discuss experiences, share best practices, and learn from one another in a confidential setting.

6. Review and Reflect

Continuous improvement is key to maintaining effective communication strategies:

• • Regularly monitor recurring issues and gather feedback from staff on the effectiveness of current protocols and training.
  • Use this feedback to refine your communication strategies and ensure they remain relevant and effective.

7. Promote Well-being

Handling difficult communications can be emotionally taxing. Encourage your team to prioritize their well-being:

• • Promote stress management and self-care practices.
  • Empower staff to gracefully end unproductive conversations when necessary, always with empathy and professionalism.

Few things are more fundamental to our human experience than the language we use for expression and learning. And as businesses, school systems and organizations seek to embrace the work of diversity, equity and inclusion, language is — once again — fundamental. Even those three words deserve a deeper dive.

Often, these terms are grouped as a collective. They’re even stuck together in the little three-letter acronym DEI that’s fast become a buzzword for leaders who risk seeing DEI as a checklist item, instead of advancing meaningful change. Each of the three words has a different and distinct meaning. Defining DEI provides the insight and understanding to create meaningful DEI goals for positive and lasting change in your organization.

What Do Diversity, Equity and Inclusion Mean?

Author Meg Bolger, in the General Assembly Blog, challenges readers to consider what the three words — diversity, equity and inclusion — actually mean. How would you define each, without using the root word? If you’re curious about defining DEI, a Google search tells us (rather unhelpfully) that diversity is “the state of being diverse; variety.”

Bolger’s definition of diversity, “the presence of difference within a given setting,” leaves us asking whether diversity is a high enough bar for any company value statement. After all, there are differences between every individual. The term diverse simply describes that individuals in a group are different from one another. Certainly, we can do better.

Inclusion Is a Better Goal

An inclusive team embraces diversity to create a belonging and add value. Bolger points out that “inclusion is not a natural consequence of diversity.” Getting people of different backgrounds and perspectives through the door is the first step. Creating a welcoming environment where your customers and employees feel seen, heard and valued is the effort of inclusion.

Bolger contrasts the distinction between diversity efforts and inclusion efforts in the questions that are often asked by leaders and managers. Diversity work tends to revolve around the number of Black, Indigenous and people of color in the recruiting pipeline or learning more about why people of differing identities aren’t applying for jobs.

A focus on inclusion will prioritize the experience for employees who are minoritized — race, culture, gender, disability or sexual orientation — within the organization. This requires leaders to get curious about how employees experience the workplace, how they perceive their own opportunities for advancement and senior leadership roles, and what barriers are preventing a sense of welcome and belonging.

Leaders have a tremendous opportunity to recruit and hire a diverse talent pool — and a moral obligation to create a culture that welcomes every employee to bring their “whole-self” to their team, workplace or industry. Welcoming means inviting opinions that are different from yours, encouraging participation in meetings and seeking out contributions of different ideas and thoughts. Put simply, a welcoming leader asks employees about their experience, finds out what support they need and actively explores how to advance their ideas and contributions.

While defining our CEL values , we walked it a little farther to “seeking to live and experience difference, without judgment.” Given the divisive nature of our society today, our team was intentional to include without judgment in our approach. We seek to work with diverse clients and industries and remain intentional about openness to learning about and embracing difference, cultures, and experience.

Equity is The [Essential] Long Game

If diversity is a description of a group and inclusion describes a group that is valued and engaged at work, equity is a systems-level approach that organizations use to give every employee access to opportunities. Bolger writes, “Equity is giving people the support they need to succeed.”

A true equity goal is rooted in strengths-based leadership that acknowledges every employee has a different set of advantages and barriers outside of their control that affect their career and advancement opportunities. For example, Bolger writes that studies have found that job candidates with “white sounding names,” such as Greg and Emily, were 50% more likely to receive a call back than candidates with “African-American-sounding names,” such as Lakisha and Jamal. In another example, women with resumes and criteria that matched male candidates were deemed less competent, less deserving of a job, offered less career mentoring and offered a lower starting salary.

The most important first step in equity work comes with getting curious about such advantages that exist for some people — and become barriers for others. From there, leaders can begin to examine how systems and processes affect individuals and target areas for improvement.

When organizations and their leaders begin to unpack bias and get curious about employee experience, the gains benefit all. And when a diverse team of talented employees is engaged, their skills and perspectives can be leveraged most completely to serve your customers, clients and community. And as Page reminds us, diversity bonuses matter in a knowledge economy. As challenges become more complex, the more diverse perspectives are required to find innovative solutions. Diversity, inclusion and equity matter.

Heading into the third school year that will involve a pandemic, it’s natural to reflect over the last 12 months and wonder when the stressful uncertainty and high-stakes decisions will finally give you a break. Even as many people enjoyed a summer that felt more normal, leaders and their staff members are now likely armoring up, emotionally and mentally, for another year of adjusting and readjusting.

As the changes in vaccination rates, interpersonal conflict and safety measures ebb and flow in communities across the country, there are “normal” dips or low points any time a sustained crisis feels like it could be resolving. The adrenaline and cortisol our bodies release during crisis events help us manage tasks and obligations, But eventually the body and brain will seek time to recover.

Your team right now

Even with a changing landscape, the team and organization you lead is made up of many people who look forward to getting back to work after navigating (and surviving!) a deadly virus last year. During that time, many have probably experienced relationship stress, including conflict over virus risks, vaccine safety, politics or financial strain. And they are now learning what it might take to move safely in a world that is perhaps less scary — but unfamiliar and restricted all the same. 

Meanwhile, school leaders across the country continue to face challenges that never existed before, from vaccination rates, masks and social distancing and expectations for air quality and cleaning practices, to a well-documented mental health crisis affecting young people at historic rates.

In “COVID-19 — school leadership in crisis?” published in the Journal of Professional Capital and Community, researcher Alma Harris contends that the long-practiced traditional school leadership model has widely been replaced by distributed leadership practice, which values capacity building over control. This relies on motivating people to engage, act and lead. 

“For the foreseeable future, school leaders will be dealing with issues arising from an unfolding and unpredictable set of complex situations,” she writes. “Therefore, self-care must be the number one priority for all leaders to ensure that they remain healthy and well enough to support others.”

A leader’s ability to support their team has never been more essential to organizational success. “Kindness, gratitude and empathy are now the leadership currency to get things done. Making reasonable demands on colleagues and having patience for others and self are imperative for those leading schools,” Harris concludes.

“Even as we begin to feel like life is more normal, the stress is still there,” says Katie Dorn MA, LSC, MFT. Dorn is co-founder of EmpowerU and an experienced licensed school counselor and therapist. “Leaders have a great opportunity to help the people on their team begin the journey from overwhelm and anxiety to a refreshed state of energy, motivation and inspiration. This happens when people are able to connect authentically with their coworkers and leaders and walk away feeling seen, heard and understood for what they’re feeling right now—which could change from day to day.”

With the strategic use of empathy in person, in writing and in spoken communications, being that leader is easier than it may seem at first glance.

Empathy and sympathy are not the same

The use of sympathy is nothing new. You’ve sent flowers or cards when a staff member is grieving, and you’re familiar with the sympathetic language to express care when another person is going through a difficult time. 

Empathy, on the other hand, creates a closer connection. Merriam-Webster tells us that empathy “differs from sympathy in carrying an implication of greater emotional distance. With empathy, you can imagine or understand how someone might feel, without necessarily having those feelings yourself.” 

And social scientist Brené Brown contrasts the two in a clear and relatable story framework.

What does empathy do for leaders?

Sympathy has its place in an organization, particularly when someone is going through a personal loss or other painful experience. But with intention, leaders can harness the power of empathy to move people and teams through difficult times, toward bigger goals.

How? By tapping into the human wiring that strives for connection. 

“Most people know how it feels when you share something big and painful with another person, only to feel like it was dismissed,” Dorn says. “At best, the other person offered an awkward expression of sympathy. But when empathy is used, the person struggling feels like they have been acknowledged and shown a higher level of care — and that creates connection and trust.”

Here are four ways to increase empathy in your day-to-day operation, with an intentional leadership focus.

Listen to employees

Leading with empathy means seeking to understand the genuine experience of your team members, from challenges and frustrations to mindset and morale. Empathetic listening can happen in a variety of settings, from personal conversations to small groups and even surveys. It requires getting out of your office and connecting with staff.

“Listening to another person’s story or experience can be challenging,” Dorn says. “Good listening is a skill that works a lot like muscles — the more you practice, the stronger that muscle gets, and the easier it feels.”

When you cultivate active listening skills, you become better able to connect (and remain connected) during a conversation. You’ll also be more ready to consider diverse points of view.

Get to know your team members

The teachers and staff who show up to serve your students also have personal lives that play a big role in who they are. They need their leaders to connect with them in the hallways and informal spaces, not just in the office or on a stage. Schedule time in your calendar to wander your buildings a bit to casually connect with members of the team. 

Be present and focus when they share comments about their spouse or partner, parents, kids or even friends. Retired Superintendent Mike Lovett used to carry 3×5 note cards in his pocket to jot down names and stories, so he could follow-up with personal notes to team members of supervisors. 

Gallup research has repeatedly found that employees who believe their manager or leader cares about them as a person perform better than those who don’t. A leader who takes an interest in the lives of team members is modeling the value of personal connection — and this helps foster that value in the larger organization.

Seek and consider other perspectives

People at the top of an organizational chart tend to see the best of the units and people that make up the organization. Leaders must find ways to seek perspective from others in order to understand where employee well-being is sufficient, and where improvement is needed.

Workplace expert, journalist and bestselling author of Unlocking Happiness at Work, Jennifer Moss recently shared in the Harvard Business Journal why the occasional How are you, how are you doing? is a flawed way to keep tabs on well-being. “One study found that on average an adult will say “I’m fine” 14 times a week, though only 19% of people really mean it,” she writes. “Almost a third of the 2,000 people in our survey said that they often lie about how they’re feeling. By paying closer attention to what your employees are talking about and seeing patterns, you can spot and head off problems.”

She suggests following up when people say they’re fine — “Are you really fine? It’s OK if you’re not. I’m here if you need to talk.” — to create room for a bigger conversation. 

Leaders also should find trusted advisors with a finger on the pulse of the broader employee experience across the entire org chart. Their insights will sometimes be surprising or challenging when they fall outside your own perception. Talk through these moments with a trusted teammate, and stoke your curiosity to find out more or think differently.

How to make empathy part of your leadership

As you prepare for the familiar back-to-school communications, from mass emails and newsletters to meetings and convocation events, challenge yourself (and your team) to find ways to name the challenges and emotions the audience might have struggled with over the last year. 

“A lot of people think, if I tell my staff I know we’re going through a hard time, it will only serve to make their hard time worse,” Dorn says. “The reality is, hearing a leader acknowledge things like stress, overwhelm, anxiety or uncertainty actually creates connections that build trust and help people move toward a calmer and more productive state of mind.”

The key is to avoid the urge to create a silver lining, or coat the uncomfortable with a sugary layer of positivity. This type of “look on the bright side” tactic falls flat and carries the power to erase much of the empathy you were aiming for in the first place.

Consider these types of phrases as you compose empathetic communication and scripts directed at staff:

• We’ve been through a lot together over the last year, and I know it’s been hard.
• I look forward to working together and hope this year will be easier for all of us.
• If you’re feeling overwhelmed right now, you’re not alone. One day at a time, we are going to work together and get the year started. And if you’re struggling, please let me know.
• If you’re anything like me, last year was tough. When I look back at all the uncertainty, stress and conflict in our community, I’m proud that we are all here today.

These types of empathy-driven techniques can help increase safety and connection with students’ families.

• I know last year was challenging for students and families. We are looking forward to supporting your students and family this year, come what may.
• After all we’ve been through over the last year and a half, it’s normal to have questions or concerns about how this year will look. Let me share a few details that might help.
• Thank you for being so patient with us last year – I know it was challenging for many students and families, and I am thankful to have you here again.

No doubt, certain moments might call for a good, old-fashioned pep talk in the face of uncertainty, frustration or times of intense effort. But when you’re leading any group that’s been through all the things 2020 threw at us, empathetic communication gives you the power to connect your team and families by making them feel seen, heard and understood.

Is email dead? Not according to Statista, which calculates the global email user base at four billion people in 2020 and projects it to grow to 4.6 billion users by 2025. Even in an era of omnipresent social media, email remains a strong go-to option for communications.

Public figures, in particular, receive an extreme volume of email and must have effective strategies for responding, especially if the email is critical. Our advice for responding to angry emails: Stay calm and consistent and keep the lines of communication open.

Take it from Dr. Anthony Fauci — physician, immunologist and chief medical advisor to seven U.S. presidents and counting. Over the decades, he has received the full range of emails, from sociable to scalding. He’s likely seen it all since he became the director of the U.S. National Institute of Allergy and Infectious Diseases in 1984, Dr. Fauci predates the everyday use of email. In 2020 as the COVID-19 pandemic emerged as a global health crisis, however, his email inbox began to overflow.

NPR reported that Dr. Fauci received 1,000 emails a day in the early months of the pandemic. By March, he told a friend he was receiving more than 2,000 emails a day. Yet he still made a point of replying. As he told the Washington Post, “I have a reputation that I respond to people when they ask for help, even if it takes a long time. And it’s very time-consuming, but I do.”

The NPR story goes into more depth, and it’s noteworthy that Dr. Fauci received very specific questions and in many cases replied in equal detail. In other cases — when angry emails provided advice on how he should do his job — he simply thanked the sender for the note. The point is he and his staff took the time to respond, further reinforcing the public perception that he was accessible, open and responsive to inquiries.

On Simmering and Civility

Dr. Fauci’s polite willingness to engage is not unprecedented. In some ways, it reflects Emily Post’s advice on etiquette which dates back to pen, ink and paper days. Today, etiquette tips for written communications are just as relevant. “Let it simmer,” the etiquette gurus advise, noting that you can’t take back an email after you send it. Put an email in your drafts folder so you can think about your reply before you send it.

You might not always have the luxury of time for a draft, but you can build a list of common questions or issues with approved replies. That’s the equivalent of “simmering” in the sense that a reply already exists, it’s been vetted and you know where to go to if things heat up.

The Better Business Bureau offers this advice for “The Power of Civility.”

If you really need to get something off your chest, write it down. Write that email that says everything you really want to say to that other person. Then delete it. And write another email – the one that you’re actually going to send.

Email is here to stay and can turn from a trickle to a flood quickly. Some incoming email will be positive. Others, well, not so much. Thankfully, few of us get 2,000 emails a day, but even if we do and some are heated or angry emails, we can follow Dr. Fauci’s example as a communicator and be courteous, low-key and empathetic. Respond. Stay positive. And always write your email or reply knowing it could reappear in the local or national news.