Leadership secondment: a great experience

Those of you who have been following my blog over the last few months will know/have surmised/been told/have no idea whatsoever that I was seconded to our leadership team for the past two terms. I can honestly say it probably came at the worst possible time for me, with a colleague who had just left the department and not been replaced, having to take on their exam classes, dealing with some serious personal issues of a couple of colleagues and trying to be a decent father and husband (the last two have been more or less accepted as optional by my family for all but the month of August each year, but that doesn't mean I stop trying, or at the very least feeling guilty about failing!). By the end of the process, however, I would say that it was one of the most worthwhile professional things I have done in the last few years.

The reasons for this might be divided into two: The worth lies in what I achieved (which is open to debate) and what I experienced. The latter I think is the most important, especially given the paucity of my achievements. I'm sticking with it as the most important thing at any rate. So what did I experience?

1. The opportunity to organise a whole-school project

Anyone who has read the non-leadership-y blogs of mine will know that the other element I've been captivated by this year is the potential for mobile technology to transform learning. Because of what I'd been doing in the classroom, other colleagues and leadership were getting interested in what I was doing (or wanting to know how I could justify all the expensive iPads at least). Having discussed the potential of the iPads, and the way they were transforming the teaching and learning in my classroom, it was clear that this was a way forward which could really benefit the school, but as I've written elsewhere, we were in no financial position to afford a 1:1 iPad programme. The compromise, which actually turned out to be far less of a compromise than I would have thought, was BYOD.

The scope of the project itself was huge: It consisted of getting SLT and teachers on board, getting technicians on board and working out how to get the network ready, getting student involvement, getting Digital Leaders trained, and trying to manoeuvre a lot of different elements into place simultaneously which gave me a sense of playing twelve-dimensional tetris permanently for seven months. It's arguable that there is no better training for Assistant Headship than exactly this! The whole project is now an integral part of our next three year focus in school, on the personalisation of learning, so I will genuinely be able to say that I have had an impact on teaching and learning across the school which, by the time the project is fully rolled out, will have affected every single student's learning. When you're a middle leader trying to take that next step up the career ladder, this is often the missing link, the whole-school dimension, where candidates come up short.

2. The opportunity to lead CPD

I have rarely worked in a school where there has been such a relentless focus on high-quality CPD, and where the majority of it has been provided by our in-house experts. The BYOD project gave me the chance to lead some of the individualised training our school runs for its staff in order to develop them all as far as we can, and also offered me a chance to view the principles and logistics behind that training programme. For my part, I was able to deliver CPD on how teachers can make use of mobile technology in their teaching and learning, to provide high quality assessment for learning opportunities, and to give students a huge amount of choice in how they learn, and how they present their learning. The CPD I delivered also gave my CPD co-ordinator a good idea of how advanced these practices were, and she in turn gave me the opportunity to deliver similar training to other teachers at TeachMeet Brum (1 and 2) and TeachMeet Cov, as well as at the Coventry Teaching and Learning Partnership. These consequently provided me with networking opportunities with other far-sighted teachers, middle and senior leaders and exposed me more importantly to doubts and questions about what I was introducing which were both sincere and legitimate. By the time I'd gone home to reflect on those questions and obstacles, the planned whole-school initiative was beginning to become much more water-tight, and much less likely to fail. That kind of high-level scrutiny and collaboration has been really useful in formulating my ideas, and also in giving me the confidence that the ideas themselves are worth carrying out from the point of view of enhancing teaching and learning, rather than being just another "initiative". My best moment was when a friend who is high up in the IT industry told me (after a half hour grilling me about our BYOD plans) that he couldn't find a flaw or a gap in them. High praise indeed. For the first time in my career I don't feel as defensive, and I don't see criticism as a negative, but as an opportunity for reflection and growth. Again, a real benefit to my career, no matter which direction it heads in from now.

3. The opportunity to observe a high performing leadership team

The chance to see how a high performing team operates, and what characterises them, was another key learning development for me this year. I got the opportunity to see how this team was shaped by strategic thinking and planning, long-term plans, conviction that your plan will do the job and get the best results, constant checking of the data, digging for the detail and the stories behind it, a focus on excellence rather than initiatives, a daily togetherness and opportunity to talk about operational matters, weekly meetings which were purposeful, focused and always about how to get the best for our students.

Copyright owner: Randy Glasbergen

I got to see that, while middle leaders and below often think of SLT as purely results-focused managers, they were actually focused now not just on the results, but also on the adults they wanted our students to become: There was review of the curriculum experiences of the students, their extra-curricular experiences, and the out-of-school opportunities we offer them. We spent time looking at different curriculum models such as the IB, the Middle Years Programme etc, and thinking about how closely the experiences they offered matched our aspirations for our children. Oddly enough, the current turmoil within our educational system served me well, as I got to see a team focus on the basics of the educational experience, and prioritise the things which really matter. I came to see that outstanding curriculum, teaching and learning, student experiences etc are never the result of accident or chance.

3. The opportunity to contribute

Within this context, I also had the chance to contribute to the above debates and see whether or not my own ideas stand up to scrutiny at such a high level. I think that's probably all I need to say on that section. They weren't laugh at. To my face, anyway. From my point of view, big win.

4. The opportunity to see how high-performing teams are forged

One of the most significant aspects of the secondment for me was seeing how high-performing teams are built and exploited to get the best out of each person. Like any good classroom, the team were divided differently for different tasks and projects, sometimes clearly in light of what they could bring to the project from their own expertise, but at other times to develop more latent skills which each member of the team perhaps needed to work on to become a more effective and rounded leader. There was a constant theme of support, and wanting to maximise the talents within the team, but also a feeling that they were constantly being asked to move forward, and become even better, even more balanced as individuals. What did I learn about myself within this environment? Well, apparently I've got some decent ideas. I have a focus on systems and strategy which will serve me well, but I also have a good eye on people, and hopefully won't ever put the systems above those people delivering them. Within a high performing leadership team, I held my own, hopefully, and would consider I had a shot at most AHT jobs. Having said that, you can probably see through the number of grammatical qualifiers and self-deprecations in the last few paragraphs that I haven't quite shaken off the demons of my own self-doubt. What I did get to see was that this isn't an entirely negative flaw, and that it also makes me a reflective person, which will again serve me well for the future as I try to grow professionally.

One interesting exercise we undertook as a whole team was a ColourWorks exercise, run by a company (ColourWorks, surprisingly) which asked us to answer a series of random and somewhat irritating questions and then presented us with a bunch of results about our leadership style. Considering how meaningless the exercise felt at the time I was doing it, I have to say that the results were stunningly accurate and insightful. I have  20+ page document at home about me and my leadership style from which neither I, nor any of my family, colleagues or friends have been able to fault more than about three statements. Interestingly, I am less gregarious in leadership than I like to think, and more reflective and logical. I am not pushy, or fiercely driven, and I always value consensus and people. As a result, I think I might be cut out for leadership up to certain levels, but not Headship. I am a good team player, and I can always help others improve their own ideas further, but I'm not necessarily a top leader. Perhaps it's a question of happiness or personal priorities: I find myself not driven enough by ambition to want to disrupt a work life balance which brings me great happiness and satisfaction as well as challenge. I'm not looking to be in a rut, I'm not wanting to coast: I genuinely want to be the best teacher and leader I can be, and to make a difference to as many students as possible. But I think at the very top you need a certain amount more self-belief and, let's face it, cojones, to take on those challenges and assume responsibility for everyone under you. One thing that does occur to me, however, is that someone like me, who doesn't allow things to get in the way of my own happiness, also understands how important this happiness and sense of personal satisfaction are for staff well-being as a whole, and that is an excellent attribute to have on any leadership team.

5. The opportunity to see where middle leaders fit in

As a middle leader I understand my function within the school much better now, and what opportunities I have to be able to help the leadership team by speaking up on matters whose impact I am better placed to understand than they perhaps are. This has also given me far more confidence to express those views, and I've noticed the same confidence emerging in others who have also had the same chance to undertake a secondment as I have. My bond with these people has now become much stronger as a result, and I can see that one of the points of offering secondments to middle leaders is to build this capacity for growth, self-discovery, development, and confidence. Similarly, from the leadership team's point of view, seconding middle leaders allows LT to gauge how broad or parochial the views of school issues are to those middle leaders, as well as how practical, feasible and strategic they are, so that when these middle leaders are consulted on matters affecting the whole school, the leadership have a good deal more faith in the feedback they get if they know the middle leaders in question can see things from both sides of the fence.

So in conclusion... 

• I enjoyed the experience thoroughly
• I enjoyed the challenges, and really enjoyed the whole-school responsibilities
• I learnt an immense amount about how schools function, about how leadership works, and about myself and my own style of leadership
• I learnt that leadership teams have real people in them too! And I learnt how to curb my natural tendency to bow in deference to superiors
• I would recommend this to anyone, even if it's just to see what lies on "the other side of the fence"
• If I hadn't been doing this on my full time-table, I think I would conclude that I might be able to manage a leadership job!

And finally, I would say I have learnt this, which I would like to pass on to all potential leaders, of the present or of the future:

Leadership without clearly defined core values, and aims which are consistent with these values, is nothing. Leadership without integrity is nothing. Leadership without reflection and questioning is nothing. Leadership without clear, consistent, transparent communication is nothing. 

There's a reason we are given twice as many ears as mouths, but once you're done using the ears, make sure that what you say is true, committed and strong.

Oh, and if any of you are thinking I could easily have describe Michael Gove here, go back and re-read the ears thing.

Now, who's going to give that job...?

Fostering independent learning through mobile technology

Today's blog post was inspired by a talk I was asked to give at #SSATeachMeet on how mobile technology can foster independent learning in our students. It wasn't a great talk to be fair. The speaker was knackered from an observation by the Head in the morning, a full day and a break and after school duty, had tried to cram in too much to his 7 minutes, and then garbled his way through most of it when the tech gave out (the irony is lost on nobody), and consequently, had anyone tried to get a question in edgeways, they would have been greeted by the old Queen song "Don't Stop Me Now" (though the second line would have been omitted for obvious "bricking it"reasons). Well, that's the last time anyone asks me to do anything like that again.

I've already written about how to use some of the apps I talked about here, so the purpose of the talk wasn't to re-hash old ground. Rather, I wanted to try to pick apart some of the key aspects of independent learning that mobile technologies can help us with, to provide a solid founding rationale for anyone wanting to move in that direction. It's a huge step, and long before you start thinking about when, how or what you're going to do, you need to ask yourself why you think mobile learning is the answer: What is the problem you are trying to solve?

In my case, I tend to get a lot of students come to my A level Film and Media classes who have ever studied the subject before. We never turn them away, but it has come to my attention that they have often scraped through their 5 A*-C grades, and been heavily supported especially in their English. Which is great to get them through the GCSE hoop, but unfortunately now I need them to start thinking for themselves, and very few of them are capable of doing that. So my original rationale for looking at mobile technology in learning, the "gap" I'd identified (to use the jargon), was student independence. I looked at many solutions, including SOLO taxonomy and flipped learning, as well as mobile technology, and ended up using a combination of all three to get my students thinking independently of me. These are my conclusions...

Mobile Learning Gets Students To Take Responsibility For Their Learning

In itself this is a huge step. A student who has a list of excuses for why they can't do something is a student who spends more time thinking up the excuses than doing the work. Mobile learning turns the onus onto them to get themselves organised. At the start of their courses, my students get a Google mail account so they can create and share Google Docs, and they create an Evernote account, so they can make their notes. I've blogged elsewhere about these apps (here and here, if you must), and I've even put tutorials online for how to use them on our Youtube Channel, so forgive me if I don't dwell on the "how to's" too much. Suffice it to say that an Evernote account allows my students to access learning in several new ways:

1. By allowing them to supplement written notes with pictures (often of what I've drawn on the board), audio notes and attachments;
2. By allowing them to organise these into subject files, and topic sub-folders;
3. By allowing them to tag their files, and cross-reference them
4. By allowing them to be stored on the cloud

There was an understandable sound of "whoop-di-doo" as I was talking about this, until I pointed to the  fact that a student who arrives at his terminal exams two years down the line with a full set of notes intact and cross-referenced was already at an advantage to probably well over two-thirds of the cohort. We seem to take loss of learning material as an occupational hazard in Sixth Form, but it's tantamount to prolonged absence in some cases, so I felt that this was a great starting point when discussing the advantages of mobile technology in developing independent learners.

The Big Picture

The second area in which students benefit from the use of mobile technology is in the ability to simply and quickly create permanent mind-maps and brainstorms which allow them to think about the bigger learning picture. Right from the start, students will use Popplet or one of many other mind-map apps to think about what they know about the topic before we start, to think about what they want to know, and to think about knowledge and skills from other subjects which they might be able to use in the one they are about to tackle. These types of connections are crucial, as they encourage students to think outside of the usual boundaries of subject areas, and to see how the world really works in an inter-connected way. Moreover, they can start to explicitly think about the big picture, and get a sense of how the topic they are about to embark upon affects the real world. In itself, this one change in outlook can provide students who are used to learning topics because "it's on the syllabus" with a much better notion of why it is important to study them, and what use they will be to them later on.

Applied Learning

The next benefit I've found in using mobile technology is in the way it facilitates flipped learning. I've talked about what flipped learning is before, and in many ways the idea isn't revolutionary (last century  it was simply called "prep", but I like the fancy new pseudo-pedagogibabble!). But the world of homework research is made immeasurably easier and more interesting when combined with mobile learning. Not only can we set learning from a variety of different sources and source types, matched to the students' ability levels and the types of material they access most easily, from videos to online powerpoints to audio podcasts, but we can also use some great online tools to set associated quizzes for our students to try at the same time as the learning, in order to allow them to judge just how good their understanding or mastery of a concept is. I talked last night about TED-Ed as one such resource. It has allowed me to find some great videos, and flip them by creating quizzes for each one, as well as flipping some of my own Youtube tutorials: Here is an example of one I got my A level students to do, with initial quick-fire recollection and deduction questions (to make sure they'd watched it and learnt the facts!), and other more open-ended questions which prepared them for the sorts of issues we'd be talking about in the classroom.

What that means is that I could come into the classroom, look at the test results, and straight away split my students into differentiated groups on the basis of how well they dealt with the material: Groups needing more support get extra scaffolding, groups who clearly dealt with it easily get stretch material, and off we go. Tick the OFSTED boxes about personalised learning at the same time. If that's your cup of tea.

Inter-Dependent Learning and Collaboration

If mobile technology does one thing, it allows students to share and work together in a much more meaningful way than ever before. Apps like GoogleDocs and Evernote are great for sharing over a variety of platforms, including Twitter, e-mail download etc. With GoogleDocs, students can even work simultaneously in real time on the same document from different locations, whether that be classrooms in school or from home. Not only that, but they can comment on each other's work. While at first one area of mobile learning I struggled with was showing evidence of self, peer and teacher assessment, this kind of sharing makes that easy and permanently recorded for them to refer to, unlike the sticky notes I used to find lying around my classroom after an über-fruitful peer assessment session, where the fruits had clearly fallen on stony ground!

Recently, however, I have seen others extend this idea even further by publishing essays and research online via Twitter or other forums, and asking the outside world for feedback. As I mentioned in my talk, a couple of weeks back some students of mine had been researching, discussing and writing about the problems facing the UK film industry. When we put their essays out for public critique, can you imagine the level of motivation they got when they received two comments from two British film producers? "Quite chuffed" doesn't really do it justice! But this invitation to outside experts to scrutinise our work grounds the students in the real-world context of their learning, and gets them already engaging with the issues and the people they aspire to work with in the future. Do they really need me any more?

The Meta-Cognitive Dimension

The real benefits for me of using mobile technology to foster independence are about the meta-cognitive skills the students develop. A mobile device, with an array of apps which do similar but not identical things, gets students really thinking about learning itself, and selecting the tools by which they learnt best*. They have to think about how they will research, assimilate, learn, remember and revise their work. They have to think about a way of presenting their learning to me which most clearly demonstrates their understanding and their progress. So I could end up marking an interactive book with videos and full glossary in it (Creative Book Builder), or an animated walk-through of a process or timeline (Videoscribe), or an interactive whiteboard presentation which is narrated (Explain Everything), or even a simple collaborative pin-board where all the students have collated their ideas (Linoit). To be honest, as long as the focus remains on the learning and not the tools, then I don't mind what they present to me. But the very fact that students have to think carefully about this aspect of their learning clearly leads them towards greater autonomy.

A Changing Role For Teachers

Finally, I ended with the contention that this direction I had been talking about necessitated a change in the way we as educators view our role in the whole process. I think everyone on Twitter would agree that the idea of teachers as the sole repository of knowledge within a classroom is bunk. We have to get away from that notion of "sage on stage" and move towards being the "guide by the side", no matter how much this might threaten our little egos. "Grow a pair and get on with it!", as my mother would never have said to me, ever. It is in fact much easier to play the role of guide given the time freed up by students not needing us any more thanks to mobile learning devices! It allows us to get stuck in to some seriously timely and highly effective personalised interventions (OFSTED box-tickers: Fire away again!). But we can only do that if our interventions are informed by a system of diagnostics which is highly accurate, targeted and instant in its feedback. I've used simple apps like Traffic Lights for a quick RED/AMBER/GREEN response from students (this often tells me more about their confidence levels than their levels of understanding), as well as Socrative, an instant quick-quiz app which allows you to set multiple choice or open-ended questions, single or multiple question quizzes, starters or plenaries and even hinge questions. Each one an opportunity to change the direction of the lesson for any individual who looks like they need a bit more guidance.

The results for me have been really good, if anecdotal as yet. My Year 10 class now moan that I don't test them enough to check their understanding, or if I tell them a particular way to do a task. "Can't I do it this way?" they will ask, before justifying their request with a perfectly cogent reason why they would present their learning more effectively a different way.

It's enough to make a bloke of my age need a long lie down. Which is easily done now that I've got all this spare time...



If you're interested, the original prezi from TMBrum2 is here, in glorious techni-thingy. I'm sure you'll agree from above that I did astonishingly well to get it under the 6-minute limit, even though I do say so myself. @Danielharvey9 may have a video that tells a different story...


* If that sentence sounds wrong, check it again. It's right, I promise: The plural "do" refers to the multiple apps, while the singular "gets" accords with the "mobile device". But it took me three read-throughs (should that be reads-through?) to see why it was right!

Leadership - A different perspective

I remember a while back posting something (undoubtedly trivial - I can't remember what it was at any rate!) on Twitter which caused my first ever Twitter argument. It came as a bit of a shock because, while I know there must be good and bad on Twitter as anywhere else, my experience for the first few months had been entirely positive and incredibly helpful! PLN, best CPD in the world, all the clichés people use about Twitter had been true. And yet here was a full-blown argument, conducted in less than 140 characters. Its brevity made it no less ferocious. It was the ninja one-inch punch of rhetoric.

What was more stunning was the topic of the argument. My transgression had been to quote "The Art Of War", an ancient Chinese text by Sun Tzu, in an educational discussion. This was deemed "wholly inappropriate" amongst other things. I was told firmly that this had "no place in a discussion on pedagogy or education at all for that matter". Oh well. That's me told.

Two things I should make clear in response to this:

1) I think you can learn from anyone or any event. What a bad one looks like is as instructive as what a good one looks like. The amount you learn is dictated by your attitude as a learner.
2) I don't think this blog is being written to justify my position or opinion, in response to someone having a go at me. I'm not that insecure.

On the contrary, I'm writing this out of a genuine sense of wanting to explore what the ancient taoists can teach us now, about life, about teaching, and about leadership (my new hobby, apparently, as one of my team informed me today!). I've been interested in Oriental philosophies for a long time, so this will be the first of many posts (I'll get back to normal education-based posts soon enough, don't worry, and you'll still get cartoons at the end: Fret not.  But if @KevBartle can digress into poetry, then I can bloomin' well go East. So to speak. Anyway, here are my first findings...

What Taoist Philosophy can teach us about leadership

Sun Tzu, The Art of War, Chapter Three - Strategy

There are three ways in which a ruler can bring misfortune to his army:
If he orders the army to retreat or advance when it cannot effectively do so, this is called “hobbling the army”;
If he attempts to administer the army when he does not know how, its warriors will become frustrated;
If he commands the officers without proper insight into how they function, this will undermine their confidence.

Okay, so let's forget the military metaphors for a start, and focus on the essence of what's being said here, and how we can apply it to our work as leaders of schools. "If he orders the army to retreat or advance when it cannot effectively do so, this is called “hobbling the army”." Leaders have to have a strong sense of vision. Without it, it's difficult to know where you're going. And someone who doesn't know where they're going is either static or going round in circles ineffectually or, worse still, following every prevailing wind. But a leader with vision is only half the story. A leader with a vision has a plan. But he must also have the means to execute the plan, the tools for the job. A leader cannot do anything without the right tools, the tools to do the job effectively. That means getting the right team around you, the right mix of skills, the right structures and systems for effective action, the right staff, the right attitudes, the right environment and resources, the right attitudes from students, and a level of support from parents. Don't get me wrong: I'm certainly not saying that you replace people who disagree with you, but you certainly need to explain your plan, your rationale and your methods openly if you want to take them with you on the journey. You can't skip that step. Attempting to move a school wholesale in a given direction without laying the groundwork first just doesn't work.

"If he attempts to administer the army when he does not know how, its warriors will become frustrated."
There are a couple of things which strike me about this line. The first is the word "administers". As school leaders we might object to it, because it implies that we are more or less pen-pushers. Me, I like it. It's not saying that school leaders do nothing, but it's a useful reminder that impact in schools comes from the contact with the students, and that's down to the huge number of teachers and other staff we have at the coal-face. If we as leaders made most impact, surely we'd have more leaders than teachers. But that's not the case. The war is fought on the front-line by the soldiers, not the generals, and while it is entirely wrong to think of educating young people as a war, the metaphor still speaks to us about the relative importance of teachers and leaders.

The second thing the passage raises is the issue of competence: An incompetent leader will often put obstacles in the way of effective teaching and learning across a school. Sometimes teachers with integrity will try to point this out, but leaders can be less than receptive about criticism, and so sometimes these same teachers will simply circumvent these inadequate systems. As a result they'll be labelled as undermining the system. Fine line, isn't it? The onus is on us as leaders to be really reflective about how much more effective each of our systems is actually making the school.

In addition, that line raises a further issue, which is whether or not you as the leader need to be competent in all areas. I would argue not (if you've ever met me and are aware of my numerous flaws, you'll understand why I come down on this side!), but I do think you need to have people in your team who are good at the things you're not good at if that's the case. If you're a big picture person, make sure you have a details person in your team. And ultimately, all of this comes down to whether or not the leader is humble enough to recognise their own short-comings and either deal with them (good) or turn them to his advantage by helping others to advance themselves through their skills (excellent).

"If he commands the officers without proper insight into how they function, this will undermine their confidence."

You need to know your team, and their strengths and weaknesses, and you need to know their roles, the complexity of their roles, and what they do every day. One senior manager I used to know had a habit of responding to problems by saying that staff "just had to... (Insert small extra task here)". All very well, but you sometimes got the impression she'd forgotten everything else the staff were doing already, or how much had been added gradually through time to their roles and responsibilities without taking anything out of the mix. A good leader still appreciates where their staff are coming from, what they do daily, and thinks about how their own actions impact on the effectiveness of their staff. If they don't, the staff will often grow resentful, lose confidence, and lose their confidence in their leader. "Are my ideas making us more effective?" should be a mantra pinned to our desks, if not tattooed on our foreheads (though I can understand the argument that the kids find tattoos like that uncool and your kudos with them might go down the toilet!).

By the way, as I write this, it strikes me that I may be entering an egg-sucking granny style scenario, and I appreciate it's not rocket science. I think I'm just saying that we need to systematically step back from time to time to look at how what we do impacts on the students, their progress, their character development, and the staff and their work-life balance too.

OK, time to stop rambling. If this is useful, I've only really scratched the surface of one taoist tome so far: There is plenty more where that came from, but if it's not useful, please let me know and I'll stop cluttering your bandwidth with this rubbish.
(If it is useful, please let me know too: I'm not insecure, but a little approval is always a nice thing. Ahem...)

What I'm learning on SLT secondment

I've been a Subject Leader since my second year in teaching. Virtually every time I've been appointed to lead a department, the appointment was to say the least fortuitous, if not utterly accidental. I have never felt the need for promotion, and have only ever gone for promotion consciously when I've got to a point of such frustration with the "I could do a better job than that" attitude that I've just gone for it. Never have I really believed I had much to offer at any level higher than middle management.

However, the school I work in at the moment have a habit of giving people opportunities to lead, and I've taken everything that's come my way in the last year. Again, none of this is out of any egotistical desire to be in charge, but much more out of curiosity, to see whether I actually have anything to contribute at SLT level: I'm not 100% convinced yet, but... Amongst the opportunities I've been given have been a place on the Aspiring Senior Leadership Development Programme, and a secondment for two terms onto our Leadership team. Over the next few months, I'm hoping to be able to blog about what I'm learning, and share it with anyone else who might, more fool them, be interested in what I have to say.

So let's start with this: Over the last few weeks it's been a privilege to observe first hand the remarkable group of people that is my SLT. I'm not saying this to suck up. None of them read this blog (I think). It would be embarrassing if they did. Not to mention a waste of their time. So this compliment is just between you and me, you understand?

I have always been impressed by the unity of the team since they came together three years ago. When I was seconded, one comment I received from a slightly cynical colleague in another school suggested that once I was on the team and could see what went on behind closed doors, "I'd soon see where the fault-lines were": But no...

Lesson One: Unity of purpose and vision
When you lead people, you have to have their confidence, and they have to believe you know where you're going, that you have a clear rationale for going in that direction, and that you know how to get there. Importantly, if you're in charge of a team leading another even larger team, then that SLT has to be behind your ideas, otherwise you get the sort of back-biting that undermines the team and the leadership completely. When the weavils start gnawing at the rudder, don't be surprised if your boat goes nowhere. Is a phrase you're not likely to hear again today...

So getting everyone on board is a very powerful tool in inspiring confidence.

Lesson Two: Keep it simple, stupid.
Uncontentious is a good way to get everyone behind your general principles. Teachers are all pretty well-intentioned people, or at least started out that way. They come to the profession with a desire to make a difference, and your leadership vision has to reconnect them to that original moral purpose they came with. They have to feel they are coming to work every day to do the thing they wanted right from the off: Change the lives of young people for the better. How you achieve that vision of success for young people can be debated ad infinitum within SLT, openly and honestly, but as long as you agree your general direction, then there is strength in your position as a group leading the school. The main thing is the main thing.

Lesson Three: Communicate the vision clearly and often
Alignment is a word much used on the ASLDP, and I must admit it is a word which is easily mistaken for coercion, which naturally gets people's backs up. But if you don't have a set of values and principles behind which people can align themselves, then why would they follow your direction? Learning to communicate your vision to the staff, and overcoming the suspicion people have of anyone who wants to go into a senior role, is a fundamental part of your job. Remember that most teachers came to teach young people, and therefore may well have a pretty legitimate suspicion of anyone who seems to want to "escape the chalkface". Your reason for being a member of SLT has to come through loud and clear in your words, but most importantly in your actions: It's about service. As a teacher, you can serve students. As a member of SLT you can serve students, and you can more importantly serve teachers in order to help them to do their job better. Repeat, in case you didn't get it first time: It's about service, and communicating your mission to serve others.

Lesson Four: Put in place the right systems
The word "system" conjures up a mechanistic view of management which most people hate, because they're people, and nobody likes to think of themselves in a box. But your systems are for two purposes: To make it easier for teachers and students to do their jobs, and to monitor and interrogate how that can be done even more effectively. Good systems of accountability should be light work, but provide excellent evidence upon which to act. If you are systematically asking the correct questions, the answers you come up with can automatically be looked at, and take into account individual variability such as student or teacher performance. But it's important that those questions be asked, that the story behind the figures be found, and that the knowledge that they bring is on the table for discussion.

Lesson Five: Create an effective team
A group is not a team. School "teams" are often inherited, and made up not of people who have ability and aptitude to lead the school or carry out specific tasks, but more often of people who have been teaching longer or have specific experience in schools. However, if this is the culture which exists in education today, we have to work with that, rather than bemoaning the fact that we can't just fire someone and hire the right specialist, as they might in industry. It's important to develop our leaders into a team, as they will model everything the school aspires to be: SLT should work towards becoming...

• A team with shared purpose
• A team which builds up complementary skill-sets and capacity (the right "chemistry", if you will)
• A team which reviews the school's activities and processes (as well as its own) constantly for refinement
• A team which learns from its mistakes and moves forward
• A team which develops its emotional intelligence in order to make dealing with teachers and students more effective
• A team which trusts its own members, the teachers it serves, and which is in turn trusted by staff and students to run the school in a direction which is mutually beneficial to all

Lesson Six: Everything is about development, not blame
Common purpose should always overcome individual egos. If it doesn't, the result when interrogating certain data or findings is that people get defensive and therefore will not give the whole truth if they can avoid it. An openly debating culture within SLT such as I have witnessed at my present school allows all the facts to be put on the table without embarrassment so that everyone can look at what can be getting better. Just because you've been put in charge of an area doesn't mean you're bound to have all the ideas, and sharing your results, your doubts, your qualms etc allows others to contribute, allows you to get multiple perspectives, and ultimately allows you to come up with better collaborative solutions. But if your team doesn't have that open culture and common sense of purpose, you have to build it first.

Lesson Seven:
This one's for the SLT rookies out there. When someone asks you if you would like to take the minutes, the answer is no. Or a more polite version thereof. And if at the end they congratulate you and say that you have got "your turn" out of the way, what they mean is that the busiest agenda of the term is now over. Mwa-haha-haha-haha...

Next they'll be saying it's my turn to pay for the SLT team-building curry outing...