Being a school leader can be very rewarding. It’s an opportunity to help shape lives, and what greater privilege could there be than that? However, at times it can also be very stressful. I’ve spent 23 years in senior leadership positions and 15 as a headteacher at large primary schools. I’ve had the privilege of working with some immensely talented teachers, but dealing with staffing issues, and underperformance was one of my biggest headaches.
The phrase ‘tackling underperformance’ sounds clear and suffused with moral imperative, but remember that it can have long-lasting consequences. The closer the relationship between the individuals concerned, the harder and more painful it is to do – yet regardless of your closeness or distance, there are some golden rules you should observe:
Don’t put off the issue
You won’t be not doing the member of staff any favours by putting things off. Nor will you be helping yourself, because the issue(s) will just become increasingly harder to address. Most of all, you’ll be doing your pupils a disservice – after all, they only have one shot at their education.
At the same time, avoid taking action whilst feeling cross or emotionally charged about an issue. Your response must be about hard facts based on evidence, not emotions. Park your personal relationship with the individual, be it positive or negative. Could this be a temporary ‘blip’ in performance? If so, try to understand the underlying causes. Are there any temporary extenuating circumstances? Does the member of staff have a training need?
Stay focused
Don’t make generalisations and avoid lumping in other things that may be annoyances beyond the immediate cause of concern – ‘And another thing!…’ Document everything that’s said so that there can be no misinterpretations as to what’s been agreed.
Set clear, realistic and timespecified targets with built in support. If you’re going to set improvement targets, make sure to include some strategies on how to improve or you will damage your own credibility!
Be humble
Also question yourself. Be prepared to accept the small possibility you may – just may – be in the wrong. If so, be humble. You can’t be expected to know it all. Being a compassionate leader will earn you respect; resilient schools are built on trust and relationships.
Finally, however hard it is, try to avoid taking things personally. It’s usually little to do with you, and more to do with the position you hold and the seat you sit in…
