3 Practical Strategies for Two-Way Communication in Schools

Imagine walking into your doctor’s office for an appointment with a list of specific questions you’d like to discuss. When the doctor enters the room, he immediately begins reviewing your recent lab results, completes a physical exam, writes you a few prescriptions, and then excuses himself without ever pausing to allow you to speak. Although the doctor technically did his job of providing medical care, it’s safe to say that any patient would likely feel frustrated, unsatisfied, and devalued.

As school leaders, we put a great amount of effort into communicating with many constituent groups—from leading morning announcements with students and hosting faculty meetings and PLCs for staff to creating detailed newsletters and email blasts for school families. Thus, nothing is more frustrating than hearing someone say or imply that school communication needs improvement. However, this sentiment might have less to do with what we are saying and more to do with how we are (or aren’t) listening.

Why Two-Way Communication Matters

Finding both formal and informal ways to gather and respond to feedback can feel daunting for an already stretched-thin school leader. It can also be intimidating, knowing that even the most constructive criticism can still sting. However, listening is essential to effective leadership. As John Maxwell says, “He who thinks he leads, but has no followers, is only taking a walk.” Listening is key to ensuring that everyone in a school community is headed in the direction of a sincerely shared vision.

Adding a few strategies for two-way communication into a school leader’s “communication toolbelt” can go a long way in building trust and collaboration while also minimizing misunderstandings and conflict. The strategies presented below offer practical ways to enhance community input, involvement, and ownership of the school’s mission.

Strategy 1: Open Office Hours

Mastering the ever-elusive concept of “time” can be one of a school leader’s greatest challenges. The idea of setting open office hours, borrowed from corporate and higher education models, is one way to provide face-to-face communication opportunities for stakeholders in a structured and predictable format.

Due to the busy nature of life in a school, connecting with staff members on an individual basis can easily be lost in the shuffle. Likewise, when teachers recognize how busy a school leader can be throughout the day, they might feel like just stopping by to share a thought or an idea would be an interruption. Setting aside one consistent hour each week for open office hours helps provide reassurance that you are available and willing to listen to ideas, help brainstorm solutions to non-urgent challenges, or simply connect for a few minutes.

Similarly, parents and guardians might struggle to know the best way to get in touch with a school administrator, especially for matters that aren’t time-sensitive or pressingly problematic. Offering open office hours for school families on a monthly or even quarterly basis provides the same benefits discussed above and fosters a sense of accessibility to leadership that can sometimes be lacking in schools. Depending on the community, both in-person and virtual office hours might be valuable.

To maximize the effectiveness of open office hours for both staff and family communication, put in place these few key practices.

• Setting a regular, predictable schedule helps maintain consistency.
• Establishing and communicating clear expectations in advance—including reasonable time limits, respectful dialogue, and follow-up procedures—protects efficiency and ensures equity for all stakeholders.
• Creating an inviting atmosphere, such as sitting at a conference table or in a more casual setting, sets the tone for collaborative conversation, as opposed to sitting behind a desk, which may unintentionally convey a more authoritative structure.
• Communicating both the schedule and expectations clearly and often through multiple channels (newsletters, social media, announcements) ensures that all community members know they can have the ear of the administrator when needed.

Strategy 2: Surveys and Responding to Feedback

In many industries, education included, surveys can be overused. However, when used intentionally and effectively, they can be a valuable tool to help a leader keep a “pulse” on the school community, gather meaningful data to inform decision-making, and solicit feedback on targeted topics or issues.

Designing surveys effectively is the first essential step. It’s important to identify specific goals when creating a survey so that it remains concise and focused. Few people will devote more than several minutes when completing a survey, so questions should be minimal and to the point. Using a balance of quantitative (rating scales) and qualitative (open-ended) questions results in the most robust and meaningful data. Ensuring anonymity (when appropriate) encourages honest feedback; however, it’s also reasonable to remind respondents that written feedback should always be respectful and constructive.

When promoting survey participation, begin by sharing the specific purpose of the survey. Clearly communicate both the what (the specific information you are collecting) and the why (why parent, staff, or student feedback is valuable). Ensure easy access to the survey, send multiple reminders through various channels, and communicate a clear deadline. Perhaps the most overlooked, yet essential element of promoting participation is showing how past survey results have led to meaningful changes in the school. This reassures stakeholders that their time is truly valued, and their input is sincerely utilized.

The most critical pitfall to avoid when implementing a survey is failing to communicate outcomes after collecting input. Stakeholders need to know their voices were heard. Publicly responding to survey data will vary based on the survey’s purpose and the data collected, but it can be as simple as sharing key quantitative results or summarizing themes that emerged from open-ended responses.

Finally, leaders should convey how and when specific action will be taken as a result of the survey responses. It is also important to note that negative feedback should not be ignored. Acknowledging areas for improvement transparently, while projecting a positive and forward-focused vision, builds leadership credibility in the long run and demonstrates that you genuinely value input and collaboration and are committed to continual improvement in your school.

Strategy 3: Coffee and Conversation Opportunities

Effective school leaders understand the value of relationships and work to foster a sense of community within the school. For two-way communication to be sincere and meaningful, leaders must be approachable. A time for “Coffee and Conversation” moves beyond the formal setting of the principal’s office and creates space for informal dialogue, idea sharing, and meaningful connection.

Much like open office hours, scheduling Coffee and Conversation sessions can be valuable for both school staff and families. Be mindful of varying schedules and offer a range of opportunities. Depending on the community, hosting these sessions in the school’s library or conference room might be appropriate. However, stepping outside the school walls and into a local coffee shop can help break down barriers and demonstrate a commitment to community partnership.

As with other strategies, it’s important to clearly communicate the purpose of the gathering and establish shared norms. Set expectations regarding time limits, respectful dialogue, and confidentiality as needed. While leaders can offer conversation starters to guide the session, they should remain open to the organic flow of discussion. These sessions can also be focused on specific topics, such as curriculum, technology use, or school safety, depending on current needs.

The follow-up provided after a Coffee and Conversation session is critical to maintaining community engagement. School leaders might wish to follow up with an individual attendee to provide further clarity on an idea that was broached during the session but was not appropriate to discuss among the group. Sending out a summary of the discussion and an expressed appreciation for the dialogue to attendees will help communicate the value of their time and allow the leader to demonstrate a responsiveness to the ideas and concerns raised.

Turning Communication Into Community

Effective communication isn’t simply about keeping stakeholders informed; it’s about helping each individual feel heard, respected, and included. Two-way communication isn’t an extra task on a busy administrator’s to-do list; it’s a cornerstone of effective leadership. While it is true that any strategy to foster healthy two-way communication in schools will require some investment of time for leaders, the relational capital gained with members of the community will far outweigh the time invested in the long run. These strategies don’t simply solve problems; they build relationships, strengthen trust, and create a school culture where collaboration thrives. When administrators lead with listening, they lead with humility and heart. And that’s the kind of leadership every school community deserves.

Steven M. Lamkin is Head of School at Salisbury Christian School in Salisbury, Maryland.