|Conan the SENCO|
While Sir Michael was not encouraging his audience to don flat caps and prowl buses, he did argue that the best heads think outside the box. “Don’t be afraid to be slightly maverick,” he said. “Do things out of the ordinary; don’t necessarily be a conformist. Strange is sometimes good. The best heads are often quite odd people - I think I was one of them.”I will avoid the open goals that this offers, however tempting. Dame Wilshaw draws opprobrium like St Sebastian attracts arrows whenever he says anything, and adding a breath to the mountain of mockery he normally obtains would be as churlish as criticising 50 Shades of Grey for being 'a bit shit', which it is. I have to say, every moment I have spent working within a hierarchy indicates that he speaks the truth.
I once ran an achingly unhip dungeon of disco in Soho; sent a new general manager, we all waited for him to turn up. When he arrived (late) he was a six foot Sicilian dressed chin to boot in SS leather, shirt slashed to the sternum like Conan, a line of white crumbs pointing a guilty finger at his sinuses.
'My Name is Alessandro Balisteri,' he said, without warning. 'You f*ck with me... I F*CK YOU ALL!' And he stalked off, back to wherever nut-jobs went when you couldn't see them.
|'When the school bell goes- just TRY it.'|
I've worked with other Captains of mention; a TGI Fridays (don't; just don't) where Tim was the anti-Luca, running 100 men and women like a circus, knowing everyone's birthdays, arriving first and leaving last, fuelled by confidence and self-belief and charm; like Vic from Passemores Academy, the blessed martyr of Harlow who burns with so much determination that no one gets left behind that you fear for his lifespan. There is no template for leadership, no check list of standards that, once met, obtain the magic formula, because it is a magic formula. Leadership as a concept has been picked apart by the witless jackals of middle management. Here is my checklist of what a good leader needs to have:
1. A spine
2. A clear idea of what they want
3. Knowing what the Hell they're talking about.
|See? The data is clear.|
The problem for school leaders is that decades of micro-management that would make the Vatican seem bohemian, and being judged by cold, cold data has resulted in their jobs being reduced to that of administering dogma, then looking up fearfully to see if they have been good servants or bad. I feel for anyone labouring under that yoke. Your role, one of the most sacred in society, has been turned from shepherd to bureaucratic piñata. Voltaire said as much: countries should be guided 'by the genius and firmness of a single man combating the prejudices of the multitude.' WHile you might hope for a more democratic model, the essence is true- leadership requires men and women, not to aim for some swampish compromise where no one is happy, but to have a dream and create it, despite the world's insistence to the contrary. Which means convincing, and where necessary, coercing.
Not unlike classrooms, funnily enough.
Wilshaw's right, you know. Good leaders are often a bit odd. That's what makes them good leaders.