Prepared to Lead:

How schools, federations and chains can grow leaders

Professor Louise Stoll London Centre for Leadership in Learning,

Institute of Education

Teresa Tunnadine, Headteacher The Compton School, Barnet, London and

The Compton/Barnet Partnership (Teaching School/Challenge Partners)

LCLL Hot Topic, 13 November 2012

As more countries require better achievement from their schools and grant greater autonomy to schools in designing curricula and managing resources, the role of the school leader has grown far beyond that of administrator. Developing school leaders requires clearly defining their responsibilities, providing access to appropriate professional development throughout their careers, and acknowledging their pivotal role in improving school and student performance.

Schleicher (2012) Preparing School Teachers and Developing School Leaders

for the 21st Century, OECD

hhhjjj

Approaches to leadership training and development

School leadership: the challenges (OECD, 2008)

Capturing the Leadership Premium Study of successful international systems Conviction that leadership is increasingly important to success of schools because: International trend – devolution of school management – decision making at local levels critical to success 21st skills and knowledge increasingly complex, as are issues schools have to address

McKinsey & Company (2010)

Examine how successful schools, federations and chains of

schools identify, develop, support and train new leaders

Analyse how leadership development and deployment

across groups of schools drive and sustain school

improvement and contribute to regeneration of headship

pool

Visits to over 20 schools, federations of 3+ schools or units

and chains

Matthews, Higham, Stoll, Brennan and Riley (2011)

For National College

Vertical growth

Leadership development cultures

Everyone is a leader – expected of all

Everyone can be a leader – structured routes

Anyone could be a leader – every opportunity

if aptitude and desire

Identifying new and aspiring leaders Leaders of learning must first and foremost be excellent teachers – firm prerequisite for leadership development opportunities in some schools

Developing leaders in first few years of teaching talent spotting encouraging culture rich and varied opportunities ready access role models

Leadership development or training programmes mostly on the job rather than for the job leadership development subject to standards and expectations means of evaluating effect of leadership development performance management plays a significant supportive role

Starting Out

Excellent Teaching Programme

Additional Responsibility Points

Middle Years

In house Middle Leadership programme

Senior Leadership and beyond

Secondments to SLT

New to SLT programme

Becoming a System Leader

(through the Teaching School Alliance)

Alongside national and local programmes

The Compton

School

Developing

Leaders:

Opportunities

for All

Year 1

‘What are we talking about

here?’(definitions)

‘Resonant Leadership’(ethos and

tone)

‘Knowing yourself and how others

see you’ (self and peer review on

default styles)activity

‘Horses for Courses’ (what to use

when)

360 degree feedback/coaching

‘The EI of leadership’

Year 2

Myers Briggs diagnostic – 2

sessions

Developing Coaching using a

range of tools including :-

• Mind Traps

• In and out of the Box

• Coaching Chairs

Delivering effective

presentations (based on vision

and values) – including

simulation

The Compton School

‘School Based’ Middle Leadership Programme

If you were training (your) middle leaders to be effective observers of lessons how would you go about it? What issues would you need to address?

Smarter observations

Linked to prior learning Clarity of focus Probing questioning High expectations/challenge Differentiation Variety and creativity of task Pace

Student centric Effective marking and feedback Regular checking of learning – no groups left behind Peer review where appropriate

What examples of growing leaders within your school/within schools do you have to share with colleagues?

Training and development centres for

others and hubs for nationally and locally

designed programmes

Leadership development part of

temporary and ongoing partnership with

other schools

Lateral leadership development

through inter-school partnerships

16

Growing leaders across schools - examples

Opportunities

Subject/KS/ topic

coordination

Shadowing leaders in

other schools

Honing teaching skills in other

schools

Senior leaders jointly

offering modules

Paired coaching

and mentoring

Supporting struggling colleagues

in other schools

Context

Barnet + outliers

19 partners - 10 Sec; 1 special; 1 V1th form college;4 primary;

2 HEI;1LA

Clear roles and responsibilities for lead school and partner schools

Opportunities for Lateral Work

Challenge partnership offer – QAR/OTP/ITP/CPSL/Subject

directory/leadership programmes eg Leading Maths/Professional

Challenge

Teaching School offer – SLE/NLE/LLE deployment/Modular

Curriculum/Succession planning audit and plan/R and D project/School

Direct

New this year Leadership Residencies

The Compton/Barnet Partnership Teaching School Alliance/Challenge

Partner Hub

What examples of growing leaders across schools do you have to share with colleagues?

What do you see as the challenges and opportunities of leadership development for the system?

Measurable improvements in teaching

Increased confidence

Growth of system leaders

Developing more flexible leaders

More attention to succession

Leadership transferability and support for other schools

An evolving system

Possible loss of leaders – one school’s loss is another’s gain

Leadership of learning

Benefits, impact, possible threats and implications

What key messages will you take from this session?