Aspiration Nation – or History Repeating?

imagesIn a jolly, rousing, preaching to the converted, sound bite crowbarring, broad and unsurprisingly unbalanced address to his brethren during yesterday’s Conservative Spring Conference, David Cameron made clear his attitudes towards education.

I can only imagine the late night pacing up and down inside some swanky Manchester hotel bedroom as Cameron and his speech writers furiously outlined the key messages for education that had to be covered.  Insulting the profession obviously had to be there, that’s a given. Twisting an idea so that it sort-of-but-doesn’t-really-when-you-scrutinise-it-for-more-than-a-second fit into this ‘aspiration nation’ gubbins should probably make an appearance. Putting out an ideology so beyond the realms of sanity that every Head Teacher decides it’s probably best to cash in their chips and lie low until the next general election could be good for a laugh for in the bar afterwards.

So it was with these main points scrawled on the back of his hand that Cameron began talking about education and schools.  Firstly he gleefully dismissed the past decade of educational development as stemming from “a left-wing establishment that had bargain-basement expectations of millions of children”. Then he boasted that the new curriculum was centred around ensuring the youngest children in our system would, if nothing else, know the history of our islands as if their life depended on it. Finally he put forward his dream that schools would be run by Leaders who aspired “to be like the pushiest, most sharp-elbowed, ambitious parent there is”.

Where shall we start?

Bargain basement expectations? I can only imagine that sometime after he almost won the general election Cameron went online and clicked on the DfE website to see what teachers actually did and was horrified that there was nothing there! He must have been furious. Where was the curriculum? Where was the guidance? Where were the expectations? What have they been doing for the last decade? In the background Gove must have been gulping like a wonky frog wondering if he should explain to his leader that his first job as education secretary had been to delete everything leaving schools with nothing or should he just let Dave go along thinking it was the last guy’s fault. Obviously he went for the latter.

Despite clearly loving the history of this county it’s a shame Cameron didn’t bother looking back over the recent history of education standards. If he had then he may have noticed that in 1996 the percentage of pupils leaving primary schools achieving Level 4 in English & Maths were below 60% whereas in 2009 this had risen to nearer 80% and is continuing to rise. It is also a shame that he didn’t take an interest in the NFER yearly testing programmes from 1999-2002 focussed on pupils in Years 3, 4 and 5 that aimed to provide a detailed picture of changes in standards and progress from Key Stage 1 to Key Stage 2. The results of this programme was reported by Ofsted in 2002 and showed that there had been significant improvements in the performance of pupils throughout primary schools. This is also backed up by statistics collated by the ATL that showed in 1996 the proportion of good or better teaching in primary schools was less than 50%, this rose considerably by 2002 to just under 80%.

Now I know we can debate the difference between ‘performance’ and ‘standards’ but can it really be argued that standards and expectations stagnated or fell between the years Cameron is talking about? We all know that benchmarks change as targets get achieved and although this can be frustrating as it feels like goalposts are always changing –  the flip side to this is that as we get better our expectations of what we can do next must also rise. The increase in rigour in school’s assessment and the development of pedagogy through the Literacy and Numeracy framework strategies during Labour’s time in government highlight quite significantly that the judgement that schools were operating under ‘bargain basement expectations’ is not only insulting but is an example of political showboating that Cameron should feel ashamed of and be made to apologise for.

Now what about operating schools like ‘pushy parents.’ On the one hand what a clever analogy for illustrating to schools how much they should want the children in their care to achieve. On the other hand: what a mind-bogglingly stupid thing to say-for two reasons. Firstly the thought that schools don’t do everything they can to capitalise opportunities for their pupils to support their educational development shows an innate lack of understanding of how schools operate. Secondly, it actually doesn’t work as the Free Schools are showing us. The Free School movement which gave those pushy parents who thought they could set up a school the chance to do so has been rather embarrassed recently thanks to Michael Wilshaw’s exacting standards. The first three of nine have been judged ‘not good enough’ by Ofsted-not a great start is it? Who appointed those Head Teachers? Who set the expectations for these schools so low? Maybe the individualistic mind-set of a pushy parent is not the best way to strategically lead an entire organisation but who am I to judge…I’m just a professional.

Finally, the proposed national curriculum. I am not going to repeat things I have said about what I think about the new curriculum. Instead I will share a critique of the 1988 Conservative government’s first national curriculum:

The National Curriculum was written by a government quango: teachers had virtually no say in its design or construction. It was almost entirely content-based. Dennis Lawton, of the University of London Institute of Education, described it as the reincarnation of the 1904 Secondary Regulations.

It was huge and therefore unmanageable, especially at the primary level, and its introduction resulted in a significant drop in reading standards. It divided the curriculum up into discrete subjects, making integrated ‘topic’ and ‘project’ work difficult if not impossible. But perhaps the most damaging outcome of it was that it prevented teachers and schools from being curriculum innovators and demoted them to curriculum ‘deliverers’.

(educatoinengland.org.uk/history/chapter8)

It seems incredible that the parallels are so striking and yet numbingly inevitable. The lack of insight, perspective and educational input seems to fly in the face of ‘aspiration nation’ and shows it up for the hollow phraseology it is. For a government that seems to place a lot of significance on knowing the history of this country it seems rather pitiful that with their own short-sighted views of education they are clearly in danger of repeating it.

The Squeezed Middle

imagesTeachers become Head Teachers because they have the vision and capacity to enable a school to improve. It’s a simple role and if time slowed down and days were twice as long every Head Teacher worth their salt could achieve everything on their own. Sadly, the Earth’s position in relation to the sun refuses to change and every Head must rely on the team around them to get the job done and this is often where things go wrong-or more accurately, this is where things grind to a halt.

I once heard another Head Teacher say that the problem with the leadership within any organisation is that it runs the risk of being populated with people who have reached their zenith and who aren’t talented enough to progress any further in their career. This seems rather mean-spirited but there can be a grain of truth in it. For the purposes of this post let’s assume we are not talking about the good ones. To all those dedicated Phase Leaders and Assistant Heads reading this, I am not talking about you, you are great. I am talking about that other lot and you all know who I mean: The Middle Leaders or to put it more clearly those people that would actually refer to themselves as a Middle Leader.

Middle-Leadership. I hate that term. It sounds so un-aspiring .It may as well be Not-Quite -Leadership or A-Bit-Of-Leadership or I’ll-Run-One-Staff-Meeting-A-Year-In-Order-To-Justify-My-TLR-Leadership.  Leadership is not about being in the middle: if you want to lead you have to be out in front.  You have to be visible and model the right attitude and behaviour to everyone else at all times. This is often where Middle-Leaders fall short.

To those newly in post I can’t blame them. Many middle-leaders start off with a reluctance to put themselves out there as an example to others especially if they were promoted internally. It is very difficult to start as a member of staff, on the same level as everyone else, and then suddenly find yourself in a position where you get to tell your peers how to improve. If anything, it can make Friday evenings in the pub awkward.

‘Anyone fancy a drink?’

‘Yes please, mine’s a gin & tonic.’

‘Piss off; you said my display was crap.’

However, given the right coaching and with the right member of staff however, this can be addressed quite easily. They will quickly develop, move on and start leading effectively without upsetting their peers.

But what about those long-standing Middle Leaders, the ones that have been there for as long as you can remember?  Blissfully unaware that they are not mentioned in your SEF or are not invited to any serious SLT meeting. During performance management it becomes apparent that they have no desire to move forward in their career and while I do not judge people solely on their long term career expectations, they are so lacking in whole school perspective or desire to go above and beyond they end up becoming a significant drag on school improvement.

These members of staff have somehow managed to get on the post-threshold pay spine but when you ask them to run an assembly at short notice they come out in a rash and are speed-dialling the unions before you have time to check the conditions of their contract. When you ask if anyone could monitor the lunch hall because you’re short staffed they always manage to raise their hand just after the NQT jumps up and says they would love to do it. They are ‘comfortable’ and in the ever changing world of school improvement they are as effective as woolly gloves on an i-pad.

School improvement needs everyone to see the big picture and understand not only how being effective in their role will impact upon school improvement but how their role may evolve. Sadly, it is often the ‘secure and safe’ middle leaders who find this so difficult to achieve. They are uncomfortable working out of their well-established comfort zone and unwilling to shift their goal-posts. They are so used to judging their success using the narrowest of parameters that when they start to feel the squeeze, they buckle and their insecurity and ineffectiveness oozes out of them for all to see.

What do you do? Send them on another Middle-Leadership course? Coach them? Hope they leave? Most of the time you know it would be easier to cut them out of the loop entirely and leave school improvement to the professionals but this in turn would most likely cause resentment from everybody else. Whatever you choose, it is likely it will be a compromise between leaving them to quietly have no impact hoping no one notices and squeezing them so hard they split.

I saw a documentary about the American school system. One idea that intrigued me was their approach to staffing. Each year all the Head Teachers within each state would meet at a convention and they would take with them a list of all their least effective staff. In the American system any teacher can be relocated to any school within the state at any time. Bearing in mind some states are larger than the UK you can imagine the connotations this brings with it. The Head Teachers call this system ‘shuffling the shit’. Each Head hopes that they return from the visit with slightly better ineffective teachers than they went with. I’m not saying I approve of this system but I bet any Head reading this knows whose name they would take to that convention.

Maybe, with groups of schools working together as academy groups, this model may come into practice. Not to ‘shuffle the shit’ but to think how to really develop and deploy effective leadership across a group of schools or a city or even the country. Strong leaders could be shared, weaker leaders could be placed in less challenging areas or more challenging areas in order for them to develop at a more effective pace.  Schools would be working in real partnerships with staff harnessing their skills to impact not just a single school but a city-wide/country-wide cohort. (Obviously this system could be abused: teachers living in fear, heads abusing their power, staff members becoming black listed from working in a particular city…but let’s ignore that notion for now and let me dream.)

The fact is schools cannot succeed due to one lone Head Teacher doing everything. A school’s success lies in the culture of collective and visible leadership that is promoted and demonstrated. Middle Leaders should be out in front. Not every leader needs to aspire to be a Head but they should feel that they are developing the skills so that they could step up if required. If that sounds like your cup of tea then you will be an effective leader at any level. If that sounds unrealistic and not what you came into education for, please don’t apply for a job at my school. If you’re already in my school then you’re on my list!

Ofsted – it may have been tough but it made me realise how much I care

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Since becoming Head Teacher of a new school in September I felt I had a proportionately dispassionate view of the school. I had invested all of my energies so far in establishing what sort of school it was and working out the most effective way of making it my school. This meant re-establishing a school vision, ethos, set of expectations for standards and galvanizing the whole school community together. I had been pleased with how rapidly things got moving and as we entered 2013, after two terms, I felt that although it was becoming my school, my judgement of the school was still firmly rooted in the past. I believed that this was a luxury and I used it almost as a suit of armour: I could robustly challenge everything but with a safety net of it not being my fault. This also worked well with staff as I wasn’t necessarily judging or ‘blaming’ them but the systems under which they had been operating. This also allowed them the freedom to commit whole heartedly to my vision (or move on).

The pace of change since September had been rapid with numerous systems and structures being developed, invented, and implemented: all designed to improve standards across the school…at some point. I made the judgement call that the systems had to be in place first, in line with everyone’s commitment to them and then we could focus on using those systems to improve and monitor their effectiveness. So, I felt that I was in the ideal place for an early inspection and I hoped the school would get a challenging inspection judgement to help justify my changes. I was certain that I would be immune to any feelings of responsibility of past standards and that I would only feel fortified and reassured, ready to push on some more.

And then I got the phone call.

I was fine, I kept my cool and as I calmly told staff and reassured them that we knew what we had to do, I was certain that I could convince Ofsted that I was the right person, in the right school, doing the right job. As the first day continued, two rather unpleasant feelings began to run through me in successive waves: I was not doing the right job and I was letting everybody down.

I have never felt so inadequate in my life especially when trying to justify whole school trends over time after spending 22 weeks in the job. The ‘narrative’ of the school that I had been telling myself, my staff, my governors, my parents was falling on deaf ears. Suddenly the firm ground I had been standing on was crumbling from underneath me as the inspection began spiralling out of my control. I was terrified.

By late afternoon, I had concluded that my judgement on how to play the inspection had completely failed. I had planned to be incredibly positive. Positive about the inspection, positive about the judgement I knew we would get, positive about the size of the task in hand, positive about the abilities of everyone to get the job done. This evidently is not what the Ofsted team wanted to hear. Instead, they wanted to hear me say how awful I thought everything was and how when I had first arrived I had thought the school was a bloody disgrace to education. If they had heard that come from my lips, only then would they believe that the governors had backed a winner when they appointed me.

If at this point I was feeling inadequate as a leader, it was after the team had left that I began to feel even worse. Why? Because everyone was being so, well, nice. Teachers, support staff, governors and many parents began rallying around me saying incredibly supportive things to me. (Don’t get me wrong, I wasn’t curled up on the floor weeping and declaring that the school might as well be taken out to the knacker’s yard and shot) but as I went around trying to support them, it was clear that they wanted to support me. It was then that I realised I wasn’t as detached to this school as I had tried to make myself believe. I also realised that my initial plan for improving the school had worked: everyone was united and behind me but sadly this just made me feel worse. On the outside I was trying very hard to put on a calm and brave face but inside all I was thinking was: ‘You’ve all put your faith in me…and all I’ve done is let you down.’ It was almost too much and that was the real surprise: I love my school!

Luckily, day two went better. The team seemed more willing to listen and they finally began to say the same things that I had been saying all throughout day one. By the end of the inspection they concluded that I did in fact know the issues of the school and I could be trusted to implement improvements. Was it frustrating to have them write areas to develop that were identical to the ones I had identified on my school development plan and school self-evaluation plan? Maybe.  Did they have to conduct day one with their ears blocked and eyes closed and unable to listen to my story? Maybe not. But, due to their uncompromising attitudes throughout that day they allowed me to see, for the first time, that I am leading a school community who trust me and want me to do my job to improve their school. They also made me realise that I am possibly, more attached to the school than anyone else and for that I suppose I should be grateful. So through slightly gritted teeth: ‘Thank you Ofsted.’