Love the one you’re with – recruitment and retention


So Tim Matthews (@purplepedagogy) and I were invited to lead a session at . The last four slides show the feedback we received from the tables, but we would love you to also comment.

Please feel free to leave questions and I’ll do my best to answer them…although see the small print on the first slide!

Sources for the diagrams and tables are

SFR 21/2015 School Workforce in England: November 2014

National Audit Office Training New Teachers HC 798 SESSION 2015-16 10 FEBRUARY 2016

Initial teacher training census for the academic year 2015 to 2016, England SFR 46/2015, 19 November 2015

Schools Week “What do the statistics say about teacher shortages”, John Dickens, Sep 27, 2015

Edit (slide 23) I threw away the comment that men are unrepresented in teaching until you get to SLT. This seemed to get an number of quotes from those attending on twitter and at least one raised eyebrow.

Looking at the figures this was me being very Secondary and very Headteacher focused.  Where 62% of the workforce are women and yet only 37% of headteachers are.


Women into School Headship ( point out that:

“The DfE School Workforce Census continues to evidence the underrepresentation of women in Headship in all sectors, compared to their numbers in the profession.  With women accounting for over 60% of the profession in secondary and over 85% in primary we would expect to see more women headteachers than the disproportionate 37% and 71% respectively.”


“The Census shows that female deputy and assistant headteachers now make up over 50% of senior leadership teams, an increase of nearly 2% in both primary and secondary schools since 2011. In 2014 there was an incremental increase of 1.6% over the last three years for women in primary headship and a slight improvement in the number of women secondary headteachers by 0.7%.”

I hope that clarifies!


Newspaper Article



Since March I have been writing a series of columns for the local newspaper under the title of A view from the Head’s Roundtable.  This page on the blog is where I will update with each new column.  To be honest I am clueless if they have any worth or add anything to the current debates in education.  I just hoped that it would open a small window on what it is like to be a Headteacher, running an average sized comprehensive in East Sussex.


Clearly some of these are completely out of date and I hope that I have attributed them correctly…apologies to Sam and Laura.

One final point, writing between 400 and 550 words per week is bloody hard.  Well actually finding something to write about really bloody hard.  So hats off to the journalists who manage it week after week…especially those that don’t just swallow a Government PR line!


Trust to Transform

I spent this weekend at the ASCL conference in London, where the President, Peter Kent’s opening speech was about trusting school leaders.  The question of how to transform an education system that has been held back by years of prescription and central control?  Peter quoted the American educationalist Joel Klein who said: “You can mandate adequacy; you can’t mandate greatness. It has to be unleashed”.

He went on to quote he recent McKinsey report that concluded the English system is a good one and that there is much to be proud of.  But, there was still needed to make the journey from good to great.

Peter then turned his attention to trust.  He felt that over of the past ten years policy makers and OFSTED have used words and phrases such as ‘requires improvement’, ‘standards’ and ‘zero tolerance’, which sound more challenging than a simple word such as ‘trust’.  But, those of us working in schools will tell you that trust is exactly what we need to move our education system from good to great.

Outside education the consulting firm, Watson Wyatt, showed that companies which ran their operations on a high trust models outperformed those who didn’t by over 286% (an intriguingly exact figure granted).  Multi-national companies such as PepsiCo identify trust as a core aim.  There is also the phrase of the ‘trust dividend’, which has been identified as the driver for innovation, customer loyalty and revenue growth

During this year’s Global Education Summit, organised by the Gates Foundation and the Sutton Trust, Australian Headteacher Paul Browning explained that schools that had created a culture of trust were seven times more likely to improve than those where trust was weak.

Clearly as school leaders if we want to restore trust within our education system then, as Peter Kent said, “We have to be the ones who will have to make the first move…We know that a culture of trust has the power to transform individual schools and colleges.”

So although we heard of some encouraging news over the conference, the establishment of an independent Royal College of Teaching and a slimmer OFSTED framework with more involvement from current school leaders we were still aware that the politicians believe that they should write the curriculum.
We therefore have to bring to an end the dichotomy between unleashing the greatest in the system through trust, while we have a system that is controlled by diktats from the centre.  As Peter Kent reiterated, “Trust to Transform”.


One comment is playing on my mind this Easter break. “Not earlier than summer 2013”, is the comment. In normal life that set of words would hold no fear. A film being released perhaps, a band talking about their new album or a new piece of desirable technology…sadly that comment was made by the last ofsted inspection team during their no notice observation in 2009. My school was judged as good and so “not earlier than summer 2013” was their expression of when we could expect our next inspection.

Not earlier than summer 2013, seemed a long way away when I accepted the post of Headteacher in March 2012.

Not earlier than summer 2013, seemed an age away when I embarked on my approach to teaching and learning in September 2012.

But, summer 2013 is now upon me and now I decide to feel nervous about the strategies and approach I have taken.

The central approach is trust. I truly believe that the vast majority of the teaching staff operate around the ofsted good grade, on a daily basis. From the exam results, to the progress of the children, the feedback from parents and how the students view the school. I know we are at least a good school…I want staff to feel free to teach. I expect no standard approach. I operate with a no blame culture. Try things, fall flat on your face, get up and try again.

Lessons should be different in delivery because it should be based on a teachers personality…some lessons might be ‘long’ (dull to the adults), but I don’t care as long as every child is known and every child is making progress. I expect staff to work together; to be open to develop their practice; to desire improvement; to seek criticism from colleagues that they trust. Professional autonomy rules. Staff have been free to choose their observer for their own development. Together we have decided on what we want to work on and we have structured Professional Learning Communities (PLCs) to enable teachers to work on these areas. We have used learning walks, data collections and modular exam results to test the temperature…in the main this is all looking good.

Why? Because I trust the staff. Because letting staff fly, I believe, is the way that my school truly becomes outstanding.

There have been individual issues that I have been a concern. But, all have been dealt with on an individual level, with a quiet conversation with the member of staff concerned. I have avoided the. policy of a staff room “en mass telling all off” or a system change that is aimed at one person. That I used to hate and so I refuse to do it.

So why the worry? Not all have grasped the opportunity yet. Some are so worn out by the regimes of the past and they don’t trust the new systems. Seemingly waiting for the bite to come, for the trick to be revealed. They have selected close friends to work with or to be observed by. People that may not tell them a hard truth about their teaching, but play safe to maintain the friendship. This is a very small minority.

So why am I nervous? I lack the comfort of the ‘folder’, the one I used to build on staff performance from crunching lesson observations. The folder that proves to ofsted and their narrow view of school life, that I know my school. But, I am certain that I know my school. Ask me a question about any teacher and I can tell you their relative strengths because we share them and I can also tell you what they are working on to help themselves improve.

The journey we are one will take more than two terms to embed and all the signs are there that it will…but “not earlier summer 2013” is making me very nervous.