In most piano schools, teachers teach and that’s where the story ends. But at our school in Oclef, we’re building something deeper—a system where the best teachers grow into leaders. We call them Managing Professors. These aren’t just people who’ve taught a while. They’re the ones who’ve earned the opportunity to develop other teachers. It’s a kind of micro-franchise. You’ve proven you can teach. Now you get the chance to lead. The shift from teacher to Managing Professor is a big one. Most of us piano teachers never trained for management. We trained to connect with students, to help them love music, to talk to parents. But no one ever taught us how to clearly communicate expectations to another teacher. Or how to handle a teacher’s confusion without jumping in and fixing it ourselves. Or how to lead without micromanaging. That’s what we’re trying to build now—a clear picture of what leadership looks like in this setting.
At its core, a Managing Professor is still a teacher—but now their students are other teachers. And their success is defined by how well those teachers grow, retain students, and become confident, independent educators. You go from serving families directly to serving the people who serve families. And that change in mindset comes with its own set of challenges, but makes all the difference. One of the most important skills a Managing Professor must develop is clear communication. That means knowing how to send an email with purpose, how to give directions that leave no room for guessing, and how to speak in a tone that is both respectful and direct. When you ask someone to do something, you need to be specific about what you’re asking, when it’s due, and what success looks like. You also need to get good at closing loops—if someone replies to your message, don’t leave them hanging. Respond in a timely manner (within 24 hours) even if just to acknowledge that you saw it.
Responsiveness matters more than most people think. If one of your teachers is unsure about how to assign a piece or is facing resistance from a student or parent, you need to be there for them—not in a week, but ideally the same day. Your presence—even a short message—makes your teachers feel supported. When they know you have their back, they’re more likely to stay, to grow, and to take on challenges with confidence. But it’s not just about putting out fires. A good Managing Professor is proactive. They keep track of how students are doing across their team. They know who’s thriving, who’s coasting, and who’s starting to disengage. They’re constantly checking in with their teachers—not in a controlling way, but with curiosity and care. “How do you feel our new student is settling in?” “Do you have any questions regarding teaching my lesson plan ?” “Any parents you’re having trouble with?” These kinds of questions show your team that you’re paying attention and that you care about the quality of teaching happening under your name.
One of the hardest parts of this role is learning how to support without stepping in. Sometimes a teacher is struggling and you know exactly what you would do. But your job isn’t to take over—it’s to guide them toward a solution. When a teacher texts, “Hey, the mom is upset the student didn’t get a recital piece yet,” the managing professor doesn’t panic.
They ask:
“What existing pieces do you think he’s ready to perform?”
“What new rep do you think she’ll enjoy studying?”
“Would you like help drafting an email to the parent?”
“What new rep do you think she’ll enjoy studying?”
“Would you like help drafting an email to the parent?”
They don’t just fix it for the teacher—they help the teacher grow through it. When your teachers grow through solving their own problems, they become more confident—and more loyal to you and the school.
Managing Professors also carry the responsibility of mentorship and culture. This goes beyond performance and into how the team feels. Great leaders recognize effort. They celebrate small wins. They make time to check in personally, not just professionally. They ask teachers about their goals and find ways to help them grow into them. Whether that’s encouraging them to lead a Performance Seminar, Teach Kaizen, or take on more responsibility—every opportunity is a way to develop ownership. And with ownership comes accountability. The truth is, when you become a Managing Professor, your team’s outcomes reflect on you. If a student quits because a teacher was disorganized, that’s your studio’s reputation on the line. If a parent emails with frustration, you’re the one who will either clean up the mess or prevent it from happening again. It’s your job to make sure your teachers are ready, supported, and aligned with the values of the school.
That also means handling systems. Making sure teachers know their schedule. Checking if they are updating their teaching notes on the students dashboard. Tracking which teacher is behind, who’s onto it, and who needs more specific training. You’re not just teaching anymore—you’re running a small studio. And you need to keep it tight.
So when we talk about what makes a great Managing Professor, it really comes down to three things: service, communication, and leadership. It’s about shifting your focus from your own students to the people who are now in your care. It’s about showing up—consistently, clearly, and with intention. And it’s about knowing that when your team wins, you win.
That also means handling systems. Making sure teachers know their schedule. Checking if they are updating their teaching notes on the students dashboard. Tracking which teacher is behind, who’s onto it, and who needs more specific training. You’re not just teaching anymore—you’re running a small studio. And you need to keep it tight.
So when we talk about what makes a great Managing Professor, it really comes down to three things: service, communication, and leadership. It’s about shifting your focus from your own students to the people who are now in your care. It’s about showing up—consistently, clearly, and with intention. And it’s about knowing that when your team wins, you win.