CONTRIBUTORS When adversity strikes
In her regular column on the art of school leadership this month, CHARLOTTE ROWLEY, Deputy Headteacher at St Gregory’s Catholic Academy, offers her thoughts on practical ways to help school leaders help their schools through difficult and challenging times.
It is difficult to disagree that the past few years have been adverse in education and in fact, across the globe. The challenges of the pandemic; the physical impact, emotional repercussions and mental health worries, together with lost learning caused uncertainty and worry. The lockdowns and school closures were detrimental and like nothing we have ever experienced.
In recent news and literally just days before a new school year began, reinforced autoclaved aerated concrete (RAAC) made the headlines due to the risks involved and high chance of
buildings collapsing. Schools with any traces of RAAC were to remain closed and out of use until appropriate mitigations were implemented, causing headaches for many headteachers, staff and parents across the country and delayed starts for thousands of children.
These are what make the headlines and are the ‘big’ examples of what challenges schools and leaders, but everyday adversity certainly tests us too, as well as ultimately, shape leadership.
Collaboration is key
I have said this before, but there are so many times day-to- day when we have to make time-critical operational decisions as leaders and a lot happens behind the scenes that people may not always realise. This was certainly the case during the pandemic for example. One main thing to consider is that although the responsibility and accountability lies with the headteacher, working together as senior leaders is crucial and not allowing one person to take things on single-handedly is important. More can be achieved and at a much quicker rate when teams work together effectively, but it also creates a much more positive culture across schools because people feel appreciated and heard. Sharing ideas, listening and remaining solution-focused is impactful. Everyone has something to offer in a team and different perspectives. Play to those strengths.
We don’t have all the answers
Sometimes as senior leaders we have to simply admit that we ‘don’t know’, but that we are endeavouring to find out as much as we can so that we do. As difficult as it can be to admit vulnerability, it can be powerful and simply highlights that we are human. I didn’t enter the profession to be a financial expert, business entrepreneur or specialist in building, but when I was
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Acting Principal, I found that these are some of the additional layers of educational leadership that come as a surprise. I have asked questions, learned a lot and recognised their importance in leading a school. I don’t have all the answers because none of us does, but I always make sure that I ask for help if I need it.
Never forget the ‘why’
When challenges come our way it’s easy to feel overwhelmed, perhaps even a need to rush and complete the task just to ‘get it done’ or maybe the opposite, spending hours mulling over options and deliberating for too long, maybe losing sleep in the process. In summary, leaders may feel blinkered and snap into a tunnel-vision approach, forgetting the ‘why’ and the main priority of our role. This is not to be recommended, as much as adversity can seem inconvenient, unfair and stressful we absolutely should always have a child-centred approach.
Every decision we do should be for the safety and wellbeing of the pupils in care. Our aim being of course, to safeguard them at all costs.
What helps during adversity and challenging times:
• Speak as a team and listen carefully to one another’s ideas, working together to reach a conclusion
• Be solution-focused and driven, rather than repeating the problem
• Recognise that everyone has something to offer and ‘give’ based on their knowledge and experience
• Look after one another. Adversity tests us and can negatively impact our own wellbeing as leaders if we allow it. It also comes in different forms. Whatever challenge you’re faced with as a team, take care of one another and ensure that you continue to ‘check-in’
• Do not normalise evening or weekend SLT phone calls, Teams meetings and e-mails. Sometimes these are absolutely necessary, but often they are not. We all need to switch off
• Every decision should be for the pupils. Always bring it back to them.
It is easy to feel consumed when difficulties strike, particularly the headliners mentioned above, but remember to act with integrity, transparency and compassion. These are things that sometimes get lost, but they are the most precious. Always lead with heart and remember the why. Look after the children in your care and be sure to look after you!
October 2023
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