The story of David and Goliath can guide a small school’s approach to merging with a larger school, suggest Carolyn Reed and Katie Cardona

At Reed Brand Communication we regularly work with schools, helping them with comms at the time of a merger or takeover.  Small schools can often feel under-resourced, inexperienced or at a strategic disadvantage when it comes to a merger or takeover situation. Their future might seem precarious and uncertain, and the opportunity of a merger with a larger, more stable school appears irresistible in terms of security.

We are all familiar with the story of David and Goliath. It is a powerful metaphor that can offer inspiration and strategic insights for a small school, probably a prep school, facing the challenge of being taken over by a larger school, probably a senior school. In the Bible story, David, the young shepherd, defeats the giant warrior Goliath, not by matching his opponent’s size or strengths, but by using his unique skills, agility and resourcefulness. Similarly, a small school can draw on its advantages and adopt strategies to navigate the pressures of a merger or takeover.

Here are our top tips on how to achieve this

Be confident about your unique strengths

Don’t assume the position of the underdog. David didn’t beat Goliath with traditional weapons. He did it with a slingshot and stones – tools he knew well and was confident about using successfully.

Likewise, the smaller school should identify and highlight what makes it unique. It could be a strong community, a nurturing environment, faith-based values or close-knit relationships between staff, families and pupils. These sorts of qualities may go under the radar of the larger school but can be a source of strength and appeal in merger or takeover negotiations. Frequently, smaller prep schools achieve fantastic results from non-selective entry, with offers and scholarships to prestigious senior independent and grammar schools. It’s often this that has drawn the larger school to them in the first place, especially when it’s a senior school talking to a potential prep feeder so it’s important to remember the value this holds.

Do your homework and play the field

Don’t tie yourself down too soon with the first offer that comes your way. It may be that a local school is ultimately the best option, but cast your net wider at the outset before you sign a document that prevents you talking to other schools. Research the market for groups of schools and potential investors that might be interesting to explore and ask the experts in the independent education associations for advice on a Chatham House rules basis. They are having conversations with schools all the time and have an ear to the ground on who is looking to partner-up.

Establish that you share core values

It’s vital that once you do get into conversation with another school, you establish that you share similar values and that these are defined and agreed at the outset. David stayed true to himself and his belief in his abilities. Similarly, a small school should hold onto its core values and mission, even in the face of a merger which might seem more like a takeover.

Articulate these values clearly and consistently, ensuring they remain the focal point regardless of any structural changes.

Post-merger, all that is special about the small school should be maintained and developed. For a successful merger or takeover it is these characteristics that should make the larger school believe in a good match between the two. The larger school should demonstrate its commitment to investing in the school and to ensuring its continuing success.

Like David, the small school should focus on its strategy, leverage its strengths and stay grounded in its identity rather than trying to compete on the same terms as the larger school. This approach can be a source of empowerment for the small school.

 Be confident in your skills and expertise

A small prep school merging with a large senior school will bring a wealth of sector experience to the deal. The larger school should respect this and allow the prep to focus on what it does best, in this case prep education, and learn from this rather than assume it knows better.

 Retain influence

Learning from each other should also translate appropriately to representation on the larger school’s board for an indefinite length of time, with a dedicated prep governor committee and regular meetings, feeding into full governors’ if there is to be mutual respect. In addition to board representation, consider other areas where the small school could lead initiatives that align with the aims of the larger school, such as sharing expertise on transition to senior school.

 Keep discussions at a strategic level

Be sure that all merger discussions involve both boards. The chairs of governors must be included and there has to be support from both boards and senior leadership teams in principle at the outset to avoid wasting time and unnecessary legal expenses. We have come across merger projects that were doomed to fail from the start because the idea for the merger came from just the chair of governors, or the head, who stormed ahead without getting buy-in from the other decision-makers. At all costs, identify and avoid these vanity projects.

A fair exchange

For everyone to feel satisfied they are getting something useful from the deal it needs to be clear before the final contracts are signed what each school is providing to the other, even if at face value it’s simply that the larger school is giving the smaller school extra gravitas. This could be teaching expertise, shared administrative functions, the buying power that being part of a larger organisation brings, use of buildings or sports facilities. The list is endless and will be particular to each deal, but the main point is that the benefits are reciprocal and outlined in advance.

Have a plan B

David overcome the odds and triumphed at his first attempt, but this is not always the case with school mergers and takeovers. We have seen deals fall apart at the very last minute, which is incredibly disappointing and stressful, especially for the smaller school.

Even if you are in mid-merger talks and everything looks positive, maintain the normal practice of setting strategy and planning accordingly as if you were facing the future as an independent, single school, just in case the outcome is negative.

Finally, keep the David and Goliath story in your mind. Our key message is that when a school merger or takeover involves a power imbalance the seemingly weaker side can overcome the odds through confidence, a strong belief in themselves and perseverance.

David’s encounter with Goliath, while an enormous challenge, also brought him fame and recognition. A successful merger or takeover with a larger well-known school can provide all sorts of great opportunities, not least of which is improving awareness and admissions numbers. Just keep our points of advice in mind when negotiating and we wish you luck and success.

Carolyn Reed and Katie Cardona from Reed Brand Communication are schools communication and marketing specialists.

Carolyn Reed

Katie Cardona