Running a School: All Systems Are Stop

This is the end of the series of articles on systems, but it really should just be the beginning of you systemising your business. As you can see from the brief inclusion from a very small part of our operations, there is a lot to do. As a TOO, it may be possible for...

Running a School: Systems, Part 8

Your strategic objective should have indicated how you will be doing business. Let’s assume you are the foreign, native-English-speaking teacher-owner-operator (TOO) of the aforementioned English school, teaching general English and test prep to adults and children....

Running a School: Systems, Part 7

You now have your organisation chart and strategic objectives. You should know what business you’re in, what your company will look like when it’s finished, what your product it is (and it ISN’T English lessons), who your customer is and you should know how much money...

Running a School: Systems, Part 6

Your business is not your product. Your business is the business itself. You do not, should not or will not work in your business. You own the business. You are the shareholders. You may be the single shareholder, owning all the shares. Even if you are not an...

Running a School: Systems, Part 5

The thinking, writing and rewriting that went into your mission, vision and values statement should have helped clarify where you are now and what you want to do with your work. It’s also very important to think about your personal life. What you want your daily,...