NBOA President and CEO
I’m going to admit that during the Oscars last month, I clocked Burger King’s recent advertising campaign. If you haven’t seen that commercial, here’s a quick rundown. It begins with a candid acknowledgment that fast food in general isn’t what it used to be and that the company lost some of its magic. Burger King’s U.S. and Canada president Tom Curtis himself speaks personally and frankly while real customers describe disappointing experiences. He also affirms that changes are underway — improved recipes, better packaging and even the retirement of the long-standing “King” mascot.
We don’t often see mainstay brands publicly acknowledge their missteps, which is why leadership guru Minda Zetlin analyzed Burger King's advertising reset in Inc. magazine. For school leaders, this corporate example offers timely lessons, whether you’re rethinking your school’s brand or making smaller shifts to strengthen your school’s perceived value within your market.
1. Admit When Something Isn’t Working Anymore.
“What happened?” is the ad’s opening line. “There was a time when Burger King used to be king.” That question sits at the heart of the campaign, a straightforward acknowledgment that what once worked no longer does.
Schools face similar moments all the time — when a tradition, program or way of operating that once served its purpose begins to feel out of step with current needs or wants. Sometimes, the community strongly senses what isn’t working anymore, yet leaders hesitate to acknowledge it, worried about disrupting a legacy with alums or upsetting donors.
When leaders acknowledge, without blame or drama, that a shift is needed, they create space for progress.
Naming that reality takes humility. It also requires resisting the instinct to defend past decisions. When leaders acknowledge, without blame or drama, that a shift is needed, they create space for progress. They signal that the school isn’t clinging to the past but rather committed to serving the present and charting a path forward. In short, it’s authentic and authenticity can go a long way with stakeholders.
2. Listen Before You Speak.
Extensive conversations with customers and franchisees provided insights into what Burger King needed to change. Curtis went viral for posting his phone number on social media and asking people to share feedback on the brand. He received more than 35,000 messages, according to the article.
While providing parents and students your cell phone number is not advisable for a number of reasons (seriously, don’t do that), there’s a lesson here on making yourself receptive to feedback. That can mean surveying families or creating safe spaces for faculty to speak candidly about schoolwide practices. This also requires taking in whatever constructive feedback you may receive and communicating the action you plan to take. When leaders create space for honest reflection — and demonstrate that feedback will be taken seriously — they lay the groundwork for change.
3. Don’t Be Afraid To Make Bold Moves.
Retiring a long-held tradition that doesn’t sit comfortably with current families could invite nostalgia-fueled backlash. But it also sends a clear signal: The school is serious about change and willing to let go of what no longer aligns with contemporary needs.
“We fired the King and crowned you,” Curtis says in the ad, which shows the old mascot sitting on a curb beside a cardboard box, as if he’s just cleaned out his desk. “It’s a bold move and a risky one,” Zetlin asserts.
Retiring a long-held tradition that doesn’t sit comfortably with current families could invite nostalgia-fueled backlash. But it also sends a clear signal: The school is serious about change and willing to let go of what no longer aligns with contemporary needs. The lesson for school leaders is that not every bold move will be universally popular, but thoughtful, values-driven decisions signal momentum. This move also clearly signals that their customers — in your case, students and families — are in charge and the top priority, not the company or school, as the case may be.
4. Make Sure You Follow Through.
“If customers who’ve seen the ads return to Burger King looking for changes and find the same unsatisfactory experience they’ve had over the past couple of years, the campaign will backfire. The chain will lose customers for good,” wrote Zetlin.
That warning applies just as clearly to schools. Owning a misstep and signaling change can earn goodwill — but only briefly. Trust is rebuilt not by what leaders say, but by what families, students and staff experience next. If new messaging isn’t matched by visible improvements, the gap between words and reality widens.
The central lesson is this: When schools take a hard look at how their mission meets — or doesn’t meet — the present moment, and then gather the strength to make courageous choices and follow through with visible changes, they reinforce what matters most: credibility. Built over time, credibility is what invites communities not just to stay but to believe again in the mission they were drawn to in the first place.
As many of us return from spring breaks, I hope your school is feeling open to self-assessment and change when it’s warranted.
Jeffrey Shields, FASAE, CAE
NBOA President and CEO
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