Today’s Blog comes from an ex-secondary Headteacher, trainee therapist and Integrity Coaching Associate, Tim Small.
When I started teaching in the 1970s, the job of school leadership seemed mostly concerned with preserving stability. Headship was about ‘running a tight ship’ and keeping people happy and harmonious in their jobs.
The language of ‘innovation’, ‘progress targets’ and even ‘professional development’ was regarded with suspicion by many of my colleagues, who resisted encroachment into the small world of education by what they called ‘management speak’.
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