Iesha Small

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Random things I've learnt recently about school leadership

I’ve had the opportunity to spend time in schools over than my own over the past few weeks and have been treated generously by Heads and other SLT members who have given me part of their time. I’m still reflecting on specifics that relate to the particular context of my school and responsibilities but below are some general things that I have picked up and may be of use to others.

When applying for an SLT position, choose your head teacher . It’s easy to fixate on getting a particular role or the promotion but its better to choose a head teacher whose ethos you respect and who you think you can work with. You’ll be working closely with this person for sereveral years and need to be able to reflect their views and vision in the wider school. This relationship with the head is less important in other roles but more important the more senior you are in the school.

Nobody truly knows what they are doing in their first leadership position, especially in the early days and months. The more I talk to people I respect in senior positions the more I realise this is true, via their own admission. They just give the impression of knowing and ask a lot of people so that they can learn really quickly.

What is needed to get a school to become good is different to what is needed to make it become outstanding or even great and different schools are on different positions on that journey.

Sometimes you can be a good candidate but not right for a particular position. Head teachers need to consider the whole picture, how do you fit in with the leadership team? Is your thinking in line with where the school is right now? You are just one piece of a larger jigsaw that they have in their mind.

Build and maintain networks from early in your career. They are invaluable sources of advice, resources and information.

Effective heads spot and nurture talent. It’s not always about money or creating substantive roles. It could be CPD opportunities, secondments or fixed term contracts focussed on particular whole school projects related to the School Improvement plan. These not only develop staff and distribute leadership but they also create extra capacity, which is essential.

Great heads have a clear ethos which permeates every pore of the school and can be summed up or embodied by anybody in any position in their organisation.

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Random things I've learnt recently about school leadership