7 Top Tips for New Headteachers

Article written by Duncan Murphy, 7 Top Tips for New Headteachers

At the time of writing, I am basking in Cornish sunshine overlooking an expanse of picture-postcard, rugged coastline with undulating waves lapping onto shimmering sands. It is a tranquil scene far removed from the turbulence of the day job. Has there ever been a more challenging time to lead a school, I wonder?

Negotiating the pandemic was one thing but dealing with its legacy is quite another, especially when one considers that the same financial and political threats that existed pre-Covid have only become more heightened in the meantime, whilst the mental health issue for both pupils and staff is off the scale.

According to government data earlier in the year, 12.6% of children are still not attending school whilst The Guardian reported in April that 44% of teachers are planning to quit the profession within five years.

Ten years ago, I was sat in the same spot (we come here every year) and I remember the exhilaration of looking forward to my first headship in the new academic year. Fresh from the apprenticeship of being a Deputy Head whilst undertaking a Masters degree in Educational Leadership, I felt practically and theoretically equipped to step up to the top job. However, I quickly realised that no amount of preparation can replicate the exposure of headship; it is ultimately a “sink or swim’ environment.

After a bruising few years, I have found myself questioning whether or not I would do it all over again. The answer, unequivocally, is yes. Leadership is a steep learning curve and what better time to hone your skill-set than during a national crisis? Dealing in straight lines year after year may provide certainty – but also enhance the potential for complacency.

So, one immediate benefit of leading an organisation during a challenging time is the propagation of creativity, resilience and versatility in decision-making and this rhetoric is not too far removed from that found on most school websites which promise a 21st century approach for their students in preparation for the workplace.

I spare a thought for all those who are assuming their first headship in September and urge them to embrace the undoubted challenges that will come their way with the same endeavour and enterprise which got them to this point in the first place. It is at times a lonely, uncompromising job but the rewards can be great.

If one considers the educational currency in a school to be the effective future trajectory of its young people, then what better moral imperative can there be than to make a positive difference in society by instilling a rounded education with strong values and appropriate skills that they can carry forward in their personal and professional lives? There is a wealth of material about the art of leadership and whilst there are some obvious correlations that are non-negotiable, the simple truth is that what works for one person will not always work for another.

For what it is worth, I have distilled my own advice for new headteachers as follows:

• It is natural to feel ‘imposter’ syndrome

  …during the first few days of a headship but you should not feel the need to take drastic decisions to prove yourself unnecessarily in order to make your mark. The chances are that these opportunities will come along quite naturally, often within a matter of weeks because that is the nature of the job, and your forbearance can then be championed as a tacit demonstration of strength.

• Buy more time

Sooner or later you will be confronted with a difficult situation which demands a resolution; my golden rule is always to buy time – time is arguably the most precious commodity of a working day in headship but in this respect, it can also be your greatest ally. Avoid any temptation to rush into spontaneous decisions and ensure that your response is measured, evidenced as much as possible and in line with the school’s policies and procedures. You would be wise to never leave anything to chance and always follow up in writing.

• Authenticity and consonance are non-negotiable

…in the leadership of any organisation so working collaboratively with your team at the outset to establish core aims and values is the platform for building an effective culture. Regular communication and articulation of these principles may raise hackles in the staff room to start with but will become the norm if the dialogue is consistent and meaningful in its tone and delivery.

• Put your pupils first

“Schools exist for the education of children, not the employment of teaching and support staff.” This epithet has served me well over the years when taking unpopular decisions, which I have never courted unnecessarily, but from time to time such occasions are inevitable – none more so than when defending the Board’s decision to consult with staff about withdrawal from the Teachers’ Pension Scheme. Notwithstanding such an exceptional case where financial modelling was also a mitigating factor, if you are genuinely able to root your train of thought for any tough decision back to the well-being of the pupils at your school, it is a conversation-stopper. 

• Value your staff

Someone once allegedly said about headship: ‘if you keep the children happy, you keep the parents happy – which keeps the trustees happy.’ The missing stakeholder from this is your staff team. The effective recruitment, and retention, of good staff who buy into your vision is an operational necessity and once a knowledgeable, motivated and passionate team is in place then you have the foundation for the legend above.

• Embrace the pressure

Headship can be an all-consuming job but one of its great advantages is that no two days are ever the same; it is this aspect that I always found very appealing. Leadership is not for the faint-hearted and occasionally the rule-book will go out of the window. Try and surround yourself with the right ilk of people who will both listen and have the mettle to challenge you in a reasoned way. Do ensure your trust is not earned lightly and that you are not perceived to have favourites. Remember that your best staff will usually be ambitious and a successful leader will actively cultivate their professional development.

• Communication is imperative

For some, this will be a regular newsletter column and for others, it may be via social media or a video blog. Whatever the preferred means, there is no excuse for being inaccessible or silent in this day and age. As a leader, you are expected to be the ambassador for your school community and it is as well to fill this vacuum with your own thoughts before someone else decides to do it for you.

I hope that by sharing my own experience, it may just resonate with one or two of you who are embarking on your first headship in the term ahead. Leadership comes in all guises – and is not an exact science – so trust in your instincts and I wish you every happiness and success.

Need help with strategy or admissions? Email me at duncan@mtmconsulting.co.uk 

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