About 18 months ago I had a moment of clarity and made a decision that I wanted to become a head teacher. Why wouldn’t I? It makes sense to me. I want to make a positive difference to as many young people that I can and allow as many colleagues to flourish as possible. I thrive on challenge both professionally and as a hobby.
Since making that decision I have been busy learning and taking action. I decided not to wait for permission to lead but to start leading. Leading with a clear moral purpose. Leading by example. Leading with a sense of urgency but also on the side of caution. Leading to improve.
Fully support by the SLT, I decided to set up a group of ‘Pedagogy leaders’ (original idea from Kev Bartle) with the aim of improving awareness of great teaching and learning. This led to delivering a number of CPD sessions, teacher briefings, workshops on INSET days and a teachmeet under the guise of #NeverStopLearning. Inspired by Seth Godin’s idea of the ‘Linchpin’ I sort out other opportunities like coaching and helping to set up a link with a school in China. I joined teams working on whole school initiatives like IT refresh and improving provision of CPD. All whilst teaching a (nearly) full time table and maintaining excellent standards in the classroom. Teaching is the guide rails I will cling to as I move towards headship. As John Tomsett (I think?!) put it, “The headteacher should be the head teacher.”
It has been an extremely busy 18 months but equally rewarding. As a result I will join my schools leadership team in an extended leadership role responsible for teaching and learning CPD from September. I owe a lot to the inspiring colleagues I have the honour of working with but also to the extensive list of leadership books that I have ploughed through. They have given me lots of ideas to think about in terms of leading teams and implementing change. Increasing my knowledge through reading has also allowed me to spot ideas from books in a school context (usually school improvement) and give me a deeper understanding of how ideas from books can be implemented in a school setting.
Following on from my post on Reading for CPD, the following is a list of books to get you started on (or to add to) your leadership journey. The list is by no means comprehensive (and is in no particular order). It is a mixture of my own reading list and contributions from people on Twitter. Please add more titles in the comments section at the end of the post.
More to explore – thank you Twitter!
A few weeks ago I read an article on the BBC website written by Mike Henson entitled – ‘Inside the cult of Saracens.’ The article explores how the English rugby team Saracens has built a culture of togetherness that has enabled the team to perform better on the pitch. If you haven’t read the article please spend five minutes reading now!
After reading the article one section struck me as an excellent vision statement for what successful schools do. If you replaced ‘Saracens’ with the name of your school you have an extremely powerful statement of intent…
From reading the above statement you would never be in any doubt of the WHY behind Saracens. They know WHAT they do and HOW to go about doing it. What gives them an edge over their opponents is an extremely clear sense of WHY they do what they do. It’s this clear purpose that binds great teams together. This theory comes from Simon Sinek and is summed up in the TED talk below.
How clear is your sense of WHY you do what you do?
How clearly articulated (and frequently) is your schools WHY communicated?
“We don’t need to spend much time on that, we all know the moral purpose.” The moral purpose of schools is obvious isn’t it?
Last week during an NPQML session we were tasked to articulate our school’s moral purpose and describe the last time we’d heard it. A few heads turned. People began to think. It wasn’t as straightforward as first thought. Something came to light in the discussions that followed. Is the moral purpose of your school to do everything in your power to provide the best possible education and outcomes for the young people in your care? Or is the moral purpose of your school to be an ‘outstanding’ or ‘great’ school? Are these two things one in the same? The latter could end up focusing more heavily on the WHAT and HOW rather than focusing on the WHY.
School’s can be very complex places to manage and lead with so many variables to contend with. The best schools (I think) seek to simplify processes and procedures to ensure time is not needlessly taken away from teaching and learning. But what role does the moral purpose play in making strategic and tactical decisions? It should be part of the DNA of these decisions and well articulated to all staff consistently on a regular basis.
Simon Sinek’s ‘Golden circle’ model sums it up quite nicely for me. The WHY (cause, purpose, belief) should be the driving the force behind WHAT you do as a school and HOW you do it.
What is your school’s purpose, cause or belief? Here’s my attempt at articulating a moral purpose for schools –
We believe that every student has the opportunity to succeed given the right school environment. As a school its our purpose to ensure teachers can teach so that students can learn. We aim to grow amazing young people with great outcomes that unlocking better futures.
How often should we revisit and articulate our moral purpose? The more complex it becomes the less impact it will have, which is why I really like KIPP’s tagline – ‘Work hard. Be nice.’ The moral purpose should be at the heart of everything we do in schools and should not be skipped over because it is ‘obvious.’ Schools are extremely busy places and we need make an effort from time to time to ensure the moral purpose remains at the heart of what we do.
At this extremely busy and intensely pressured time of year for teachers, its worth taking a bit of time out to revisit WHY you do what you do. Every interaction you have with young people in school is an opportunity to positively influence and inspire. That’s why we signed up.
Keep making a difference.