WELLBEING


Leading by example: how school leaders can steady the ship in choppy waters


MARK SOLOMONS, creator of Welbee, the online evaluation and staff wellbeing improvement tool, and six times winner in the ERA Awards, discusses the importance of wellbeing for school improvement.


significant concerns. Staff are doing everything they can to re-engage students, but the reality is it’s hard. Some young people are still adjusting to expectations they missed out on during the pandemic. Others are facing personal challenges at home that make school feel overwhelming. • Workload and role stretch: Ask any teacher or support staff member and you’ll likely hear the same thing: “It’s not just about teaching anymore.” Staff are now expected to step into multiple roles—coach, carer, mental health first aider, safeguarding officer, sometimes all in the same day. • Funding and morale: The pay offer didn’t go far enough. And because it isn’t fully funded, the money has to come from somewhere else—usually meaning fewer resources, fewer staff, or frozen recruitment. Leaders are being asked to square circles that just won’t fit.


S


chool and trust leaders are facing a perfect storm right now. Global unrest, economic uncertainty, a stretched and underfunded education system, and the ever-growing list of responsibilities within schools, it’s easy to feel overwhelmed. The pressures are real, and they’re relentless. But in these moments, when everything seems to be shifting, our staff are watching closely. They’re looking for reassurance, direction and, perhaps most importantly, someone to show them that it’s possible to stay calm, focused and hopeful—even when the waves keep coming.


The way we behave has a far bigger impact than anything we say. We are always modelling. Always. In the corridors. In meetings. In the staff room. Even when we don’t feel like we’re leading, we are.


The world outside feels heavy - and that weight follows us in


Let’s not sugar-coat it: the wider world feels unstable. From war in Ukraine to conflict in the Middle East, political fighting closer to home, divisive social media debates, and a stream of news stories about climate anxiety and cost-of- living struggles — there’s an underlying sense of tension that’s hard to ignore. This emotional weight doesn’t stay outside the school gates. Many of our staff and pupils are walking into school each morning carrying it with them.


And on top of all that, there’s what’s happening inside schools:


• Behaviour and attendance: These remain


These pressures are deeply felt and increasingly normalised. But that doesn’t make them any less exhausting.


Be the calm in the chaos


In the face of these realities, staff are looking to leaders for more than just decisions — they’re looking for hope. They want to believe that what they do matters. That the effort they’re putting in is worth something. That someone sees them and values their work.


The truth is, as leaders, we don’t have to have all the answers. But we do need to be present, consistent, and visible. That means showing up with:


• Clarity – People need to know what the priorities are. When everything feels urgent, we need to create space for focus. • Reassurance – We can’t change the economic climate, but we can create an environment where people feel better supported and secure. • Consistency – Our teams need to know that how we lead on a Friday afternoon is the same as how we lead on a Monday morning, even when things go wrong.


It also means acknowledging that we don’t feel bulletproof. It’s okay to say “This is hard,” and then still model how to respond constructively. Leadership isn’t about pretending; it’s about being human and being steady.


Show what self-care looks like


So what does it look like to role model wellbeing in practice? • Set boundaries: Protect time for family. Think about the time when you email and use delayed sending. Take breaks during the


28 www.education-today.co.uk


For further information and practical advice, visit: https://welbee.co.uk


May 2025


school day, even if it just for 5 minutes or for a 15-minute walk. And let others see you do it.


• Be honest: If you’ve had a tough week, name it. Not for sympathy, but to show that stress is part of the job and you’re managing it, not burying it.


• Prioritise your own development: Attending supervision, coaching, or reflective practice sessions demonstrates that growth doesn’t stop just because you’re in charge.


It isn’t about being perfect. It’s about showing staff that looking after yourself isn’t weakness.


Put a plan in place


It’s easy to fall into the trap of trying to do everything. There’s always more that can be done. But being a good leader doesn’t mean being the busiest person in the room—it means making good decisions about what gets your attention and what can be done by others.


Here are three practical steps to help: • Delegate with trust: Give people opportunities to lead. Not only does this build capacity, but it also gives you more time to focus on what matters most.


• Review your ‘non-negotiables’: What’s really essential? What are you doing out of habit rather than impact? Slimming down meetings or ditching the unnecessary can give time back to you and your team.


• Block time to think: Leadership needs reflection. Make space in your diary each week to stop and ask, “What’s working? What needs attention?” and give yourself permission to act on that.


There’s real power where leadership feels focused, sustainable, and shared. That doesn’t just happen by chance — it’s built on clear routines, thoughtful planning, and honest conversations.


Final thoughts


As leaders, we have a chance to shape how we respond — and how our teams respond too. By staying grounded, being honest, looking after ourselves, and empowering others, we model something powerful: that it’s possible to lead with strength and compassion at the same time. We’re not here to be superheroes. We’re here to build communities where people can thrive, even when the world outside feels tough. So let’s keep showing up, not with all the answers, but with clarity, care, and purpose.


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48