What do principals of educational and training institutions need to do every month?
Time:2026-01-14
Source:Artstep
Principal, belonging to the comprehensive management position, is not only the decision maker of the campus, but also the coordinator of various work, and needs to constantly pay attention to teaching quality, enrollment data, staff management, financial situation, parent services, strategic planning and other aspects.
1. Management and administrative work
As an operations management position, the first choice is to ensure that all departments operate according to plan and promptly resolve any issues that arise.
Regularly check the work progress of each department every month to ensure that tasks are completed on time and expected goals are achieved (note: pre set work plans and goals for each department, track the completion of goals according to the schedule)
In addition, the principal needs to communicate and coordinate with various departments, hold regular departmental meetings or individual communications, to ensure information flow and clear task allocation. Timely collect feedback and optimize workflow for bottleneck issues in institutional operations to improve work efficiency. Special attention should be paid to monitoring the financial situation, regularly reviewing financial statements, and ensuring the normal flow of funds.
2. Enrollment and Marketing
Enrollment is one of the core tasks in the monthly work of all campuses.
The principal adjusts the enrollment strategy based on seasonal, holiday, or new semester changes to ensure the smooth completion of enrollment goals. Develop and implement specific enrollment plans every month, coordinate with the marketing department and course consultant sales department to ensure orderly enrollment work.
At the same time, pay attention to market dynamics, plan and supervise the execution of marketing activities, such as online advertising placement, offline enrollment activities, channel cooperation enrollment activities, etc., and adjust marketing strategies in a timely manner based on market feedback to achieve the best promotion effect.
In addition, regular customer feedback and market research should be conducted to understand the needs and pain points of parents and students, and this information should be fed back into curriculum design and teaching quality improvement.
3. Teaching management
The quality of teaching directly affects the reputation and retention of training institutions, and teaching management is equally important as the market enrollment management mentioned earlier.
Regularly review course content and teaching quality, optimize existing courses or develop new courses based on market demand and student feedback (note: the previously mentioned middle and high school entrance exam sprint courses belong to on-demand course development).
Teacher training and assessment are also one of the key tasks every month.
It is necessary to ensure the continuous improvement of the professional quality of the teaching team, organize regular training, and motivate or adjust teachers based on teaching assessment results.
The improvement of teaching quality, on the one hand, is to increase the satisfaction of parents and students; On the other hand, improving teachers' professional abilities enables them to grow and have direction on campus.
During the teaching process, the principal can monitor the quality of teaching and adjust teaching methods or content in a timely manner by patrolling classes, collecting feedback from students and parents. Ensure timely updating and supplementation of teaching materials and equipment to ensure smooth teaching activities.
4. Home school communication
In previous education and training consultations, many principals inquired about how to improve parents' satisfaction and the reputation of the campus? Effective communication between home and school is of utmost importance.
It is suggested that principals organize regular activities such as "parent teacher meetings" or "arranging one-on-one communication between teachers and parents" every month to understand parents' feedback on teaching and services, and promptly answer their questions.
Through home school communication, we can better adjust the curriculum and teaching methods, improve parents' trust and satisfaction, and thus increase renewal and referral rates.
In addition, it is necessary to ensure that the customer service team can efficiently handle parental inquiries and complaints, improve service quality, and further enhance customer stickiness. (It is emphasized here that in the process of communication between home and school, it is especially important to be able to quickly resolve various doubts and complaints from parents. Only by resolving these issues can the good reputation of the campus be continued or spread; conversely, every parent who does not receive a satisfactory response is a potential risk of a decline in the reputation of the campus.).
5. Team management
The success of a campus must be created by the principal and the team together. No matter how powerful the principal is, if the troops under him are not strong or the team is not united, the departments below will definitely have problems, which will be transmitted to the client side, such as the inability to recruit new students, the inability to retain old students, and the continuous decline in reputation.
So, how to build a united and efficient team is both a problem for the principal and a management issue.
By regularly organizing team activities, communicating with team members, implementing employee incentive measures, paying attention to employee career growth, and building emotional connections between oneself and employees, we can improve employee recognition while maintaining their enthusiasm and stability. How to do these things will not be discussed in detail in this article, and will be shared later.
In addition, human resource management is also an important component of the principal's monthly work, which requires ensuring a smooth recruitment process, timely optimization and replenishment of required personnel, and handling related matters such as employee turnover, salary and benefits.
6. Strategic Planning and Development
As leaders of educational and training institutions, principals not only need to focus on daily operational management, but also need to make strategic plans for the future development of the institution.
Every month, evaluate and adjust short-term and long-term development plans based on market environment, company goals, and competitive situation to ensure the continuous improvement of the institution's competitiveness. Always pay attention to industry trends and competitors' situations, understand the latest trends in the education industry, and provide decision-making basis for institutional strategic adjustments.
7. Legal and Compliance
Monthly review of contracts with employees, suppliers, partners, etc. to ensure the legality and compliance of their cooperation.
At the same time, the principal must ensure that all operational activities comply with local education regulations, industry standards, and internal company policies to avoid legal risks.
8. Data analysis
Data is an important basis for supporting principal decision-making.
For example, through sales data, we found that Course Consultant A's sales this month have significantly increased compared to last month. By analyzing his sales process and customer feedback, we found that it is because he has adopted new sales language and package combinations, which have shown significant results. The principal can organize other Course Consultants to learn from A's sales experience;
We must attach great importance to data, analyze it, discover problems in the data, and solve them.
9. Event Planning and Execution
In order to enhance the brand influence and customer stickiness of the institution, the principal needs to regularly plan and execute various activities. The organization of activities can increase the exposure of campus brands, enhance the participation of students and parents, and promote enrollment.
Overall, the work of a principal is heavy and diverse, but the specific implementation of many of the above tasks does not necessarily require the principal to personally do them. Tasks can be broken down to various departments for guidance and supervision.
Of course, do not assume a high position as a principal. Through our actual research and analysis, principals without leadership airs are more recognized and supported by employees born in the 1990s and 2000s. Therefore, we suggest that principals, if time permits, can participate in the practical work of various departments appropriately and use their experience to drive employees to grow together.