Essentially this book is about the final stage of the call to adventure, that which in the form proposed by Christopher Vogler is called ‘Return with the Elixir: the hero returns with something to improve the ordinary world’ Although I am no hero each chapter of my book is about something you can do to improve your teaching and ensure that you remain a learner.
Question: How can I be a better teacher? For teachers, no two days are ever the same and no group or individual pupil is guaranteed to learn or behave in the same way from one day to the next. Teaching is a full-on job and often with only time to respond to the challenges and changes.
Answer: To be a better teacher I recognised that teachers need to have time and the opportunity to reflect and that they need to remain learners. It is important to me that the book gives you the tools to manage your time effectively and to successfully meet the day to day challenges as well as encourage you to reflect.
In reflecting on what worked and why in learning and teaching I realised that after all the preparation, planning and resourcing it came down to pupil/teacher relationships. Establishing, building, and maintaining relationships is very important. There are many things that can damage a relationship in an instant but it takes time to repair or build an effective learning relationship.
Question: How do you build effective learning relationships and secondly what factors can support or undermine them? We are now getting to the heart of the question.
Answer: In observing and discussing the relationships pupils build with teachers and their peers it became clear that pupils will invest in establishing a relationship to meet certain needs. The pupil may not make a conscious decision or even be able to articulate why they behave in a certain way towards some people or when in some groups. Pupils may not even recognise the drivers of their behaviour at all. It also became clear that some needs are powerful drivers of pupil behaviour, so powerful even that they will override such factors as social or school expectations, personal safety, parental influence, or any pressure from existing relationships. It was also clear that not all pupil behaviour is predictable and that there are dampening and enhancing factors that can promote or subdue the nature of the behaviour a pupil will exhibit in any given situation.
Chapter 1 explores the challenges you will face as a teacher and includes a series of reflection prompts. Chapter 2 is an in-depth look at the learning relationship between pupil and teacher using an innovative ‘Learning Relationship Responsibility Ratio Graph’. The important role of leadership in nurturing and protecting the relationship between pupil and teacher is recognised and is also analysed.
Question: How can we interpret pupil behaviour to understand pupil needs?
Answer: Seeing behaviour as a symptom of a need rather than as a challenge is the first step in developing our understanding of needs and the impact they have on learning and teaching. What we want as teachers are engaged learners, pupils that are motivated to learn. Chapter 3 looks at what pupils need in order to engage in the process of learning.
Question: Who helped in my call to adventure?
Answer: It’s a long list! From my teaching mentor John, who’s 12 rules appear in chapter 11, to those I have taught and those I have taught with, the many who have challenged my teaching and opened my eyes. Some sources go back further than you may think too, some were suggested by the different online groups and education thought leaders we are familiar with through LinkedIn, Twitter, Facebook, TEDx etc.
The next instalment of ‘If you can’t reach them you can’t teach them’ will describe the chapters that cover four learning needs and how you can plan to meet and manage them.
I like it when a plan comes together, even if it’s not one of mine!
I came to Northampton to take up a post as head of faculty at Trinity school in 1990 when education in the town was split 3 ways, lower, middle and upper. What struck me moving from Lincolnshire was how close the schools were and how much co-operation there was across schools and phases. This was supported by an excellent teacher’s centre, an ICT support centre and LEA advisors. There were black clouds on the horizon though in the way of Ofsted inspections, league tables and the resulting competition and a changing National Curriculum as schools wrestled with the burden of demands it placed on time and resources. Enter the “dark ages”, who would have predicted academy chains, a University of Northampton or a teacher recruitment and retention crisis?
Jump forward nearly 20 years and the University of Northampton is now in the town, education is split 2 ways and there are such things as academies, MAT’s, the EBacc and once again the energy and passion and above all, ownership for education by those who teach in Northampton has emerged. Hurray and well done to those who has the vision and tenacity to make #EducatingNorthants that was both a) an event that was well supported and owned by the teachers and b) a success. I am so glad I was there to see it, it has been some time coming.
I no longer teach, instead I share my 40 years of experience of teaching and learning, leadership and management through my writing, coaching, workshops and consultation. So perhaps I may offer a slightly different perspective on the day to many who were there.
The venue, the UON is new and ‘modern’ in all senses of the educational world and proved to be up to the job of hosting 600 teachers providing entertainment, refreshments and excellent resources. I have to say it lacked a little ‘soul’ though, perhaps it will come in time.
The excellent programme kicked off with a welcome and a chance to hear from the organisers whose vision and determination had brought about the day. The tension and excitement was palatable, it was going to be an exceptional day. Talking to those who I met and became re acquainted with there was anticipation and expectation, something has to come from this day other than a temporary high. I was reassured that although I had not taught for nearly 8 years I still understood the core challenges and that little had really changed in day to day teaching except the landscape in which it played out. Let’s not underestimate the significant impact the landscape and the ‘political engineers’ who have formed it has had on teaching, but I found many examples of those who had begun to take ownership of it and who had ideas on how to master it. Creativity is important to me, I see teaching and learning as a problem-solving activity, and there was much creativity in evidence throughout the day.
I was able to continue my journey as a learner like many who attended this day and felt uplifted as a result. Change may not be here, but the winds are blowing, and they are rising from a breeze to hopefully a storm.
How will we measure the success of the day though and how will we continue the ‘conversation’ as some have put it? Perhaps we should take a spoonful of our own medicine each day and show creativity, a growth mindset, resilience and above all create the learning environment that embraces all those in our care first and satisfies some arbitrary target last.
I will conclude with what I have discovered to be the key to engagement in any activity, process or organisation and which I believe sits behind the success of #EducatingNorthants. The graphic below gives you an overview of the concept and it’s easy to remember just “Please be Child Friendly”, PBCF. You can of course take this as “Please be Colleague Friendly” too.
When people have a voice and representation and can communicate openly with each other it empowers them.
Believing in something that is shared with others and through common language or aims it gives us a sense of belonging.
By being given a choice we can express our needs and learn to understand responsibility and consequence.
Fun translates into energy and passion for the things we believe in, for the things we believe are attainable and of value to us.
PBCF was at the heart of the success at #educatingNorthants and if maintained will be what ultimately transforms teaching and learning in Northamptonshire.
Director at Advocating Creativity in Education
Published 8th April 2019
I have written this article as a way of looking at the teacher retention and recruitment issues we are currently facing in the profession. A key element is doing too much, high levels of stress and burnout.
Teaching involves passion, dedication, endless energy and a strong sense of accountability as well as ‘personal’ responsibility. The rewards are addictive and here in lies the problem, when do you say “No”? It’s not easy to say “No” and so you put up with a little less personal time in order to meet the needs of the children you teach. You do a little extra, buy the odd resource, stay a bit longer because the benefits of doing so outweigh the cost.
Learn to say NO*
There is a case to be made for saying “No”, loudly and with commitment and to suffering the immediate consequences but it comes at a cost too. Are we as teachers ‘masking’ the problem of being underfunded, under resources and over burdened by doing more? Are our efforts to make things work actually responsible for the high level of numbers of teachers leaving the profession, of many being too tired to have a life outside of school?
I know you cannot turn up to lessons with books unmarked, lessons not planned, refuse just one more students in your class and not enough resources to go around but what can we do about getting the work life balance sorted? Sorted in a way that means we have a chance to recharge the batteries, to socialise, to have a life outside school and for us to be learners once again too.
“Am I the best person to be doing this?”
Having worked with teachers who are tired, who have no work life balance and who are struggling to be effective in the classroom I have one question I always ask. It is a question you should always ask yourself before starting something, before taking on something extra, before saying “Yes” instead of “No”. That question is “Am I the best person to be doing this?” and you need to be brutally honest with yourself. It is no good saying “Who else would do it if I did not?”
“The Secret of Time Management”
Of course you need to ‘unpack’ the words “best person” and there is a contextual aspect to the words more than I can go into here. I have written an in depth look at the this question with the catchy title “The Secret of Time Management” and you can find it here. In the article, which is spread over several posts, I look at three elements, 1) the task 2) the person and 3) the resources at hand and work these into what I call the “Not Enough Time” or NET equation. I believe you will find it helpful if you can find the time to read it!
We end up saying “Goodbye” instead of “No”
We know the plus side of going the extra mile, of giving a little more but here is another side I want to draw your attention to too. Things are unlikely to get better if we keep perpetuating the current approach of giving more and more. In many ways teachers, by not saying “No”, are ‘masking’ the serious issues that are affecting our education system. It is difficult to get a true picture of the resources that are needed or the systems that are fundamentally flawed in education if we mask them. What we do see is people who do not say “No” eventually saying “Goodbye” to teaching. I would suggest that until we understand the NET equation and we accept saying “No” is a good thing the teaching profession will continue to risk recruitment and retention of those who want so much to teach. Teaching will become, if it has not already done so, a ‘toxic’ environment.
One final observation regarding time. When we are refreshed and focused we achieve more in a shorter amount of time, we are more effective. It’s worth thinking about this next time you are asked to do something! Perhaps you should reply “What do you want me to stop doing in order to do what you are now asking me to do?”
*How to say “No” nicely – A link to another article looking at ways to help address the workload issue in teaching.
This is part 3 of exploring and dealing with a toxic learning environment where we look at teacher retention. Part two is here
I have mentioned that I have found that there are four needs we all share when it comes to engaging in learning, well it is the same for any activity in which we wish to collectively share and this includes teaching. Part two introduced the need for a sense of belonging for learner engagement.
Teachers are learners so it should come as no surprise that a sense of belonging is as important to teacher engagement, and importantly retention, as it is to learner engagement.
I believe one of our greatest behaviour drivers comes from a sense of belonging.
As a teacher I have seen a student’s behaviour driven so powerfully by this need that they were willing to be excluded for something they did not do rather than break a bond with a peer group. As adults it’s no different, and if we feel a sense of belonging there is a great deal we will do or tolerate to remain part of something.
Creating and building a sense of belonging may just be the key difference between leadership and management.
Autonomous responsibility is a more effective way of achieving outcomes than directed responsibility but requires a strong commitment to the aims and ethos of the organisation – a strong sense of belonging, of sharing the same vision and wanting the same things. Being told to do something ‘or else’ is nowhere near as effective as encouraging somebody to do something for the ‘good of the group’. The ‘stick’ will only work so long as there is a stick and somebody wielding it whereas the promise of a collective need for ‘carrots’ will get people to till and work the land, plant, nurture and protect even when there is nobody to check or inspect.
I am trying to make these analogies to underline where I think schools are going wrong in trying to retain teachers. Yes, some who come into the profession are not suited and leave but there are some who leave before their skills are honed and their experiences give them the greatest rewards of being a teacher – of making a difference to people’s lives and life chances. They do this because they do not have a strong enough sense of belonging to overcome the early struggles.
How long do these struggles last?
I was told in secondary education it takes six years to ‘get your feet under the table’ as it were and I believe it to be true. Why six years? Well because you have to see your own ‘first-year’ group, the one that started the school at the same time as you, through school and then you need at least one year to recognise and build on the benefits of your experience. I would imagine there is a similar time frame and rational in primary education.
What sustains you in these early years is the building of comradeship, establishing relationships and forming that sense of belonging. It does not happen by chance, I believe it needs leadership that is broader in its aims and function than achieving targets.
What prompts mid-career teachers to leave the profession?
This brings me onto why teachers in mid-career or before a normal retiring point leave the profession. I know there is more than one reason for practised teachers to leave the profession but in my experience the process starts once a sense of belonging is lost. As I said earlier we will put up with a great deal if there is a strong sense of belonging but once this is diminished we begin to reconsider what it is we are doing and why we are doing it.
Creating that sense of belonging
I suggest that to create and sustain a strong sense of belonging in schools it needs leadership that understands the purpose of a ‘mission statement’* and uses it effectively to challenge everything they do in order to build a shared sense of belonging. Imagine how you would feel having collectively contributed to, and ‘bought into’ a mission statement and then seeing it ignored during key decision-making processes. In other words, doing something that the organisation to which you belong does not see as it’s purpose or that will further that purpose in order to follow some other path or directive rather than challenge it. You would begin to question why you are part of that organisation and your sense of belonging would be challenged. My view is that leadership should be aware of this and actively work to do only that which promotes its mission and where necessary deflect those that do not. We will support and follow those that stand up for what we believe in and withdraw our support for those who do not and in the process shatter our sense of belonging.
* A note about ‘mission’ statements. In my experience ‘mission’ and ‘vision’ statements are wrongfully used as one term, interchangeable, and meaning the same.
I have written this article to address the debate around teachers leaving teaching and the stress levels of pupils presently being experienced and reported.
It is true that not all learners ‘like’ school and some do their best to avoid it. It is also true that we are seeing many teachers leave the profession, often down to a lack of job satisfaction or ‘burn out’.
We could say that any environment that causes us discomfort, stress or anxiety is ‘toxic’ but are there any factors that we can identify that makes the environment in schools, for learners and teachers, such that they want to get away from it? I believe we can and I believe it’s not that complicated to correct.
My first proposal is that if there is something missing from within our environment that we need to learn and to teach* that we will feel a level of discomfort. Whether we can tolerate that discomfort or not is dependent on a number of factors and includes the following:
- Agency, our strategies for dealing with not having our needs met
- The significance of the outcome or reward for ‘surviving’ the experience
- Support systems and the impact of their intervention both within and external to the environment in which we feel discomfort
- Relationships with people we consider significant or important to us within that environment
- Stamina, the length of exposure and our mental and physical well being
- Willingness to be compliant
Just like in a physical environment where, if we persist beyond our capacity to manage or endure, it is likely to cause us physical harm a ‘toxic’ teaching and learning environment will cause us harm too. In my experience this can also manifest itself as a physical injury but is more likely to be our mental health that is at risk. The danger with this is that mental health issues are harder to recognise and carry a greater stigma than those that are physical in nature. As a result we hide our discomfort and disguise it in some way. A dramatic but relevant example of this I believe is the reports of soldiers in the First World War who carried out self-inflicted injuries in order to avoid the combat environment that they were no longer able to cope with mentally.
In teaching and learning I have seen and experienced high levels of environment based stress and can categorise them according to the symptoms that are presented, these include but are not exclusive to:
- Lack of a capacity for change
- Reliance on habits and routines in order to cope
- Irritability, a lack of patience or objectivity
- Relationship breakdown and withdrawing
- Out of character behaviours
- Minor illnesses such as aches and pains, headaches and a lack of sleep.
My experiences and research has led me to believe there are four needs specific to teaching and learning that, if absent or not fulfilled in some way, lead to a toxic environment and the conditions I have listed. Ultimately and where possible people will look for and find a way to cope or ultimately a way out of that environment and in extreme cases, where agency is limited, this can mean the most drastic of actions relative to the individual. A younger student may throw a tantrum and be expelled from the lesson or not even turn up to school. A teenager or adult may withdraw or even attempt suicide if they can see no other ‘way out’.
*I suggest all teachers are learners too so there are a common set of needs for both groups.
Next I will look at what can we do and what I believe is at the heart of the problem?
Why dedicate yourself to introducing and promoting a way of thinking about, and going about, teaching and learning?
I was asked this question and have been asking myself the same thing as I struggle to make a significant impact on teaching and learning through the promotion and adoption of my concept of “learning Intelligence”. After a career teaching and seven years of reflection, research and developing a vocabulary and narrative for what works in teaching and learning I need to answer this question in order to continue to justify my efforts and to remain motivated. Motivation often comes from recognising the goal or benefits; here is my attempt at that challenge, of having a reason to continue.
- The “one way” of learning does not work for everyone. Putting aside SEND challenges not all learners thrive in the school environment.
- There are a lot of people who go through education and form the wrong impression about their abilities and about their ability to learn. As a result, there is a significant amount of talent that may never be discovered.
- Learners who are unable to engage in the learning present challenges for teachers and often dealing with these challenges impact the learning of others and the classroom dynamics, or teacher/learner relationships.
- The school has a lifelong impact on us and influences our careers and opportunities. To “fail” at school leaves a deep and lasting scar.
- There is a need for a narrative that brings together what we know or think about learning in a meaningful and coherent way and gives us the flexibility to challenge the “one way”.
- The benefits of the LQ approach are significant and build self-esteem in learners.
- There are a significant number of teachers who could benefit from adopting the LQ approach to teaching and learning.
- LQ promotes seeing learning as a problem-solving activity and develops life-long learners able to face new learning challenges with minimal support.
- I want to make a positive difference to teaching and learning.
Through the Teach Meets at which I have presented and my workshops with teachers it is clear not all teachers see the issue of underachievement as a significant one to address. Perhaps many are happy to believe the mantel learners wear based on past performances and work within it. I would argue that to do so we accept labels as definitive and unchangeable. Underachievement is not solely based within the group those who fail to “perform” it is also within the group who adopt compliance as a strategy to cope with the learning environment in which they find themselves. This group I find often do not possess the skills, attitudes, attributes or behaviours to manage their environment to meet their needs. They respond poorly to target setting without these needs being addressed, needs that are often overlooked as we race to achieve those targets.
Finally, I am reminded of a sobering truth.
It is no good having an answer if nobody is asking the question!
Let me know what you think. Should I continue to promote the concept of LQ and learners needs and if so how?
If you would like to get in touch to find out more about my work or perhaps engage me to challenge you and your staff about teaching and learning then click the link below.
The two aspects of Learning Intelligence, “LQ”
I have been led by others and I have led others. I have studied leadership and I have experienced good and poor leadership. I have worked for leaders and worked with leaders. As a leader I have made mistakes and learnt from them and I have learnt from the mistakes made by other leaders. This article is about what I have discovered about leadership (in a nutshell).
Google leadership and you get definitions, styles, skills, theories, books & courses. There are probably T shirts and I know Edward de Bono came up with a set of coloured hats. What can I hope to add to what has already been written? Well this is a more a practical reflection on leadership, experiences of leadership if you like triggered by a #SLTchat session on leadership. It is also specific to education. You may not think education leadership is any different to any other form of leadership but I believe it is. Yes there are similarities but the process of becoming a leader and of being a leader is somewhat different. So instead of an article about being a leader or leadership, of which Google suggests there are millions, this is more about working with leaders, being led by good and poor leaders, true leaders and simulacrums.
Firstly all teachers are leaders, they lead the learning of their pupils. This relationship is no different to the relationship between any leader and those they lead. The maxim of “lead by example” is often forgotten by teachers, they forget what it is like to be a learner. This makes them poor leaders and poor teachers. Poor leaders because leaders should never stop learning from those they lead. Poor teachers because forgetting the anxiety of learning, the need to belong, of having to face choices and needing a voice will limit your ability to build learning relationships.
Secondly the route to school leadership is based on teaching less. Doing less of the things you love doing, things that brought you into teaching in the first place. An ex head teacher shared what drove her to be a school leader; it was “the sphere of influence” factor. The more responsible the position the greater the sphere of influence you have. There is certainly passion and belief attached to this drive but perhaps also ego and they make for difficult things to balance in leadership roles.
As a teacher you have influence on the pupils you teach, as head of department this extends to the teachers in your department and as a leader of a school the pupils and teachers in your school. Some would argue you have an influence in the community too. Others are driven by other motives, those of ambition, status, responsibility, notoriety. It often strikes me as strange though that we draw these people from a pool of talent that came to teaching to teach and many may be poorly suited to school leadership although they pursue such ambitions. Perhaps that is one reason for so many leadership books, courses, and even qualifications. There is more about suitability for leadership in my next observation.
The third observation I will make concerning leadership in teaching is about the nature of teachers and I know there are exceptions but bear with me. I have a theory that we explore careers that reflect the environments we favour, that we feel comfortable in, have the talent for, or are thrilled by. Fate may decide that is not where we end up but that is another story. If we take the case of teaching then I would argue that those who are successful in school, and who enjoy school and benefit from the rewards of being compliant (a requirement for success as a pupil in school) will tend towards seeking out careers with a similar environment. Teaching is one such career. The result is, since teachers were compliant students, a compliant teaching workforce. This has its benefits but when we consider many of the leaders we hold in high regard, those who have been successful, are mavericks, non-conformists, even rebels it begs the question about the suitability of compliant leaders when it comes to doing what is right rather than what is required. There is certainly a case for “horses for courses” and at times any organisation requires different styles or types of leadership however this is another example of how leadership differs in schools.
Education is exposed to political will, ideas and pressures. Schools are not autonomous and be it a board of governors, an academy chain, local authority or any other body that is responsible for the school they ultimately set policy. Where that influence extends to inspection, standards, and regulation (as in the Government) a particular set of powers are employed to direct what happens in schools. Many leaders in schools (at all levels) may disagree with policy but few will be obstreperous. A few will find creative ways around the direction and quietly do what is right other than what is required. Ultimately though, unless successful, there is no reward for challenging policy or being anything other than compliant. This creates its own set of problems for leaders in schools, how to operate a sphere of influence in line with their own experience, philosophy, and ideology when it is in conflict with a government directed policy. It is also responsible for setting up a certain style of leadership, one that is to do more with “enforcing and regulating” than engaging and enabling.
My final observation is possibly less specific to education and it is that there are two types of leaders. I am not talking about styles of leadership, anyone can adopt a style or at least try. I am suggesting that there are those for whom leadership comes naturally and those who aspire to leadership but who lack the understanding and drive to truly understand what leadership is about. Knowing which one you are working with is essential for your own wellbeing. I believe you can tell which one you have by observing and noting certain behaviours. The first type of leader is the true leader and the second is a simulacrum, an imitation that looks like the true leader but gives themselves away in the following manner. I have tried to layout in the table below what their approach is and what happens to individuals and teams when being led by each type of leader.
|Engages and consults before making a decision.||Narrow and selected consultation before making a decision. Often vulnerable to pressure from individuals.|
|Makes decisions in a timely manner and describes rational.||Decisions are often delayed and changed without providing a rational.|
|Carries out actions with minimum delay but ensures resources are available with acknowledgement of consequences.||Actions are instigated without considering incidental consequences. A lack of planning or co-ordination evident.|
|Accepts when an error is made and willing to re visit decisions openly and without seeking to blame. Evaluation of events provides useful insights that are acted upon.||May blame others and events when things go wrong. Reluctant to re visit decision more likely to adopt another course of action without evaluation.|
|Views evidence objectively and without ego||Tends towards subjectivity with possible bias based on self.|
|What you see is what you get. Although diplomatic also open and honest.||You are never sure of the reaction you will get.|
|They build trust fostering the ethic of working with or for them.||Those being led tend towards being sceptical, they begin wondering what is behind the actions or decisions.|
A poster I designed to emphasise these points under “Good” and “Poor” leadership actions, something to print or pin on your wall, is available to buy and download. The links are at the bottom of this article.
If you have the option to work for a leader then look for the signs of a simulacrum before you decide. If you have no option but to work with or for a leader then “forewarned is forearmed”!
So there you have it, a practical look at leadership in education. As for my own approach to leadership it is best summed up by the way of a poster I designed based on the mnemonic “ENABLE”. I see this as the most apt verb to describe the actions of a successful leader. “Leaders enable” has a certain ring to it I think too!
What each letter of ENABLE stands for:
- E is for Engage – with those they are leading
- N is for Nurture – both the team and future leaders
- A is for Articulate – a vision, the challenges and the way forward clearly and convincingly
- B is for Bridge – the gap between people, ideas and strategies in order to move forward
- L is for listen and lead with empathy and understanding
- E is for Encourage – all to participate, to challenge and to take risks
My thanks to @