When you become a head, especially in a new school, you need to listen and learn about your new context and team. Your steep learning curve will begin from the time of your appointment. The ‘lead-in’ period between you securing the post and formally stepping into the role is key in terms of the opportunity it allows you to begin to know, and to begin to be known.
Obviously, the better informed you are, the more positive your leadership journey is likely to be. That said, we all meet difficulties from time to time which often test our mettle, and give us the chance to prove (to ourselves and others) that we’re capable of leadership. ‘Rough seas make the best sailors’ – when tested, you learn even more.
Structure
When I was a new head, I met with all the teaching staff and many of the support staff for individual 20-minute discussions during my first term. To help structure the conversations, I asked everyone to tell me one thing about the school they hoped would never change, and one thing they hoped would change. The information gleaned from these conversations was invaluable.
One thing I learnt is that when a helpful member of staff comes to your door and says, “I think you need to know that all the staff think that…”, you should smile and thank them, while privately recognising that it’s highly unlikely ‘all’ the staff think any such thing. In my experience, it’s highly improbable that the staff will be completely of one mind on any single issue!
Trust
Recognise that all leaders need challengers, as well as champions. The most dangerous thing for any leader is to surround themselves with those who only ever agree with them. Encourage frankness and openness, but ensure it’s privately, positively and professionally articulated. Your senior team, in particular, should be a source of wise counsel. I also found my PA invaluable – brilliant at telling me what she thought I should know, after which it was my responsibility to make decisions about next steps.
Assume you can trust people until you have evidence to the contrary. Be alert, and show insight and discrimination. You have senior staff, teaching and support staff, governors, parents, pupils and members of the wider community to draw on.
Learn
Try not to get trapped in your office. Talk to people. Listen to them. Use more questions than statements. Process and reflect on what you’re hearing. Learn from the experience of being out and about within the school and your community.
You’ll build your knowledge over time, and find it to be of great support as you fulfil the role of school leader.
Jill Berry is a leadership consultant and former headteacher; her book Making the Leap – Moving from Deputy to Head is available now, published by Crown House.
