In a session focused on navigating high-stakes communication challenges, three panelists offered guidance on how school leaders can prepare for news media scrutiny during sensitive staff situations.
The pre-conference workshop, “Ready for the Headlines: Media Response for Sensitive Staff Situations,” took place Wednesday afternoon at Nashville’s Music City Center, one day before the start of AASA’s 2026 National Conference on Education.
The discussion addressed the growing pressure school administrators face when personnel issues, misconduct allegations or internal conflicts become public and how proactive communication strategies can shape perception and maintain trust.
Panelists emphasized preparation, transparency and consistency. Rather than reacting in the moment, the education leaders were urged to develop a crisis communication plan before issues arise. Walter Gonsoulin, superintendent of Jefferson County Schools in Alabama, stressed the importance of “communicating with one voice,” echoing attendees’ stories of conflicting media releases that created confusion.
Lesley Bruinton, CEO and president of School Spirit PR, highlighted the strategic value of restraint, noting, “Silence can be a strategy—know how to use it.”
According to the panelists, establishing clear messaging protocols and preparing pre-approved statements can prevent misinformation and reduce organizational risk.
As the session progressed, interactive exercises challenged attendees to respond to real-life scenarios. One panelist recounted a case involving an employee who attempted to orchestrate a lawsuit after expressing discriminatory views about teaching students of color.
Reflecting on difficult personnel situations, Todd Jaeger, superintendent of Amphitheater Public Schools in Tucson, Ariz., advised leaders to trust their instincts. “Every time I’ve relied on my gut instinct, I’ve been right,” he said. “So trust your gut, because there will be signs.”
The workshop also explored the balance between protecting staff privacy and fulfilling the public’s right to information. Panelists discussed confidentiality laws and ethical responsibilities, encouraging leaders to work closely with legal counsel and their communications department when crafting public statements.
John Huddleston, who is director of communication with Jefferson County Schools in Alabama, reflected on a time when his staff put out a public statement that “did more harm than good. It was written by our attorneys and was too general and had a lot of jargon.”
Beyond traditional media, the panel addressed the role of social media during crises. Leaders were encouraged during the interactive simulation to monitor online conversations, correct inaccuracies promptly, and use official platforms to provide timely updates. This included communicating with internal stakeholders – staff, families and community members before information becomes public when possible.
Given these points, panelists and attendees were in agreement that these forms of communication emphasized ways to preserve trust and reduce confusion.
Throughout the session, panelists framed crisis communication as an opportunity to demonstrate accountability and organizational values. By responding with empathy, clarity, and professionalism, leaders can strengthen credibility – even in challenging moments. Panelists reiterated that preparation and consistent messaging remain the foundation of effective crisis response.
(Jada Harris is an intern reporter with Conference Daily Online and a senior journalism major at Tennessee State University.)