In the world of boarding school, there are people you read about, people you listen to, and every once in a while, people you genuinely look up to. Clayton Johnston is one of those people for me.

Clayton is the Director of Admissions at Brentwood College School, located on the breathtaking coastline of Vancouver Island in British Columbia. He is also the author of Dare to Be Different: Practical Tips for Developing a Unique & Sustainable Admissions Strategy for Your Boarding School, a book that has quickly become one of the most important resources on my shelf. His ideas are bold, his insights are practical, and his message is refreshingly authentic.

It has not been long since I discovered Clayton’s work, but it has already made a lasting impression on how I view enrollment, school culture, and student fit. Getting the chance to sit down with him was an honor and a highlight of my professional journey.

What follows is our conversation, filled with advice, perspective, and genuine care for students and schools.

JAW: Clayton, could you start by sharing your professional background and what led you to specialize in admissions and enrollment strategy for boarding schools, ultimately inspiring you to write Dare to Be Different?
CJ: Circumstances led me to admissions. I was living on campus, teaching and coaching, and raising my family here. I was asked to join the admissions department in 2006 and have been involved in it for two decades now. Dare to Be Different was written to be of value for others new to admissions. I wish I had had someone giving me pointers when I first started, so that is the genesis of it.

JAW: In Dare to Be Different, you emphasize the importance of differentiating a school’s brand. Could you share some examples of how schools can create a compelling and authentic brand that resonates with both students and parents?
CJ: It depends on each school. We are located on almost a mile of oceanfront, so not only is it a differentiator, it also becomes part of our brand marketing. For the average family, all schools look pretty similar when you visit their websites. Everyone is smiling, it is never raining, and the vision, mission, and values are usually very similar. We have created twelve differentiators we have highlighted and use these to set us apart. It is helpful for families and consultants alike.

JAW: You mention that creating a unique admissions strategy requires thinking outside the box. How can schools identify and capitalize on their unique strengths in a way that is both meaningful and sustainable?
CJ: I cannot comment on any other school. Everyone has to find their own way to get their brand out there. I can only recommend not following the typical paths all the time. Be creative!

JAW: In your book, you discuss the importance of understanding prospective families’ decision-making processes. How can admissions teams better align their outreach efforts with the emotional and rational drivers that influence family decisions?
CJ: I try to make things as fast, simple, and easy as possible throughout all facets of the admissions process. Families feel a lot of stress during this time, and if a school can take the pressure off a bit, it goes a long way with a family. Also, giving them time to make decisions so they can look at all other options without feeling pressure.

JAW: Data-driven decision-making is a theme in your work. What metrics should schools prioritize when evaluating the effectiveness of their admissions and marketing strategies, and why?
CJ: University placement percentage and attrition. Both will show you that you are bringing mission-appropriate students in. Attrition rate also shows the happiness factor of your school. To me, these two are critical.

JAW: One of the concepts you discuss is building an enrollment funnel that attracts the right students. What are some practical steps schools can take to create a sustainable pipeline of engaged, qualified applicants?
CJ: I only have two criteria. It has to be the student’s choice to attend, and the student must show potential. If a student wants to be here and they have ability, they tend to thrive.

JAW: You stress the need for schools to develop strong relationships with their communities. How do you suggest admissions teams can collaborate with faculty, staff, and current students to strengthen the school’s enrollment efforts?
CJ: Internal marketing is crucial. Get in front of your colleagues and students as much as possible to discuss the importance of their role in the admissions process. Chances are they will be filled with pride and will increasingly want to become involved in welcoming families that are touring and engaging with them.

JAW: You address the challenge of keeping the admissions process streamlined and efficient while still providing a personalized experience for prospective families. What are some tools or strategies that have worked well for schools in managing this balance?
CJ: We do not have student-led tours, although students are engaged during tours. With each family, we spend at least three hours on campus with them. They feel wanted and appreciated.

JAW: The idea of differentiation through culture is central to your approach. Can you discuss how schools can effectively communicate their unique school culture to stand out in an increasingly competitive market?
CJ: I often tell families that a trained monkey could sell our school. Once families visit, they immediately feel the culture of our school and what sets it apart from other schools they may visit. Our uniqueness is communicated by experience. My main job is to convince families to visit us. Once they do, they are usually convinced it is the school for them.

JAW: Finally, based on your experience, what is one major misconception that boarding schools have when it comes to their admissions strategy, and how can they correct it to improve overall success?
CJ: It is not simply for families with money. People often put a second mortgage on their house or borrow from banks to allow their kids to attend. Boarding schools, to many students, are the only hope of fulfilling their ambitions when they live in areas where the educational opportunities are less than ideal.

Final Thoughts:

Clayton Johnston represents everything I hope to be in this field. His leadership is thoughtful, his strategies are mission-aligned, and his impact goes far beyond his own school community. Dare to Be Different is one of the most valuable resources I have encountered in the independent school space, but what stays with me even more is the person behind the ideas.

This conversation gave me clarity, encouragement, and a renewed sense of purpose in my work. Clayton, if you are reading this, I am buying you dinner the next time I am in Vancouver. You have my respect, my admiration, and my thanks. If I can grow into even half the professional and half the person you are, I will know I have had a meaningful career in boarding schools.