Leadership is critical in any organisation
I found coverage of Michael Gove’s recent changes to employment conditions interesting as the clear implication is that this will empower head teachers to sack poorly performing teachers. What it does not do is, perhaps, the most important thing it needs to do, which is to make it easier to identify and dismiss underperforming head teachers.
Leadership is critical in any organisation and in schools this is almost certainly so. If the head is incompetent then no matter how good the teachers are, the school will not flourish. One person can make a hell of a difference to a school, if that person has control of the school’s policies and staffing. A good head teacher promotes good discipline in pupils and empowers teachers to make a difference in their pupils’ expectations of learning. Poor head teachers are typically weak when disciplining pupils and strong when disciplining teachers. The result of this is that teachers lose the confidence to assert themselves while at the same time pupils assert their desire to do less and less. As the Greeks say, “Fish rot from the head down.”
Eventually Ofsted arrives
Not surprisingly, in such a case, students’ achievement drops and questions are asked. Those questions are answered mainly by examining data about the school. This data is provided in the form of the school SEF or self evaluation form, in which the head teacher describes the student results and tries to explain why they are the way they are. As self preservation is a deeply ingrained instinct in the human race, an incompetent head will attempt to deflect as much criticism from himself (or herself) and onto others, thus the head survives.
Of course, eventually, Ofsted arrives and inspects the school. However, the starting point for inspection is the SEF and, consequently, the head still has a degree of protection. If the head has taken action to deal with the weaknesses in the SEF, such as instituting disciplinary or capability procedures against staff who appear weak, then the head will survive. By weak, I don’t mean poorly performing, I mean emotionally frail.
Apply enough pressure to such a teacher and they will crack. The pressure may be increases in workload, lack of support in key decisions or in discipline, it might even be repeatedly questioning their judgment. Wait until they are particularly vulnerable and observe a lesson with their worst behaved class and judge it less than equitably. Tell them that they will be observed in a week with the same class justifying it by saying that this is to avoid capability being invoked against them and there’s the recipe to a guaranteed unsatisfactory lesson. I know of one case in which a teacher was put through this with a disruptive year 11 class (who were underperforming for the other two teachers that shared the class) less than 10 working days after returning to work from six weeks absence due to work related stress.
Cause and solution for the school’s problems in one neat package
Of course, in most cases, a teacher’s work related stress is due to poor work-life balance and poor discipline in the school. Both of these are controlled by the head teacher. Of course teachers suffering from such high levels of stress will never perform at their best, just as in such a climate, pupils will fail to achieve. However, the head teacher can point to the fact they have identified a failing teacher and are dealing with them to neatly show an Ofsted inspector cause and solution for the school’s problems in one neat package, allowing the status quo to be maintained.
The paramount importance of a good head
Please bear in mind that I am not saying that most head teachers are like this. I have personally seen one head take a failing school and in three years almost treble its 5 A*-C percentage at GCSE and pretty much double its roll. That she did so with a very small turnover of staff (as compared with the turnover in most schools in stable conditions) shows just how important a head teacher can be. That another head teacher came to that school years later and, within a two years, brought it to the brink of closure, where it has teetered ever since confirms it the paramount importance of a good head.
Head teachers exist in a continuum from the excellent at one end to the appallingly incompetent at the other. The trouble is that weakness in this one person has a disproportionate effect on the effectiveness of a school. Those at the less effective end of the continuum hide behind statistics: the statistics of falling numbers of exclusions and rising average GCSE points gained per pupil. Neither of these statistics are necessarily what they seem.
It is futile to try and enforce discipline with an absence of back up
Falling numbers of exclusions make it look as if the school has solved discipline, so that fewer pupils need the ultimate sanction. Conversely, it could be the case that what has simply happened is that the head has refused to authorise any exclusions and these troubled pupils are left in school to wreck the educations of their peers. Teachers who continually report that said pupils misbehave get labelled as incapable of keeping discipline and end up being targeted, so as to save the head’s skin from the consequences of his failure to establish effective discipline. So teachers in such a school will either “go with the flow” because it is futile to try and enforce discipline with an absence of back up or they will leave for a school where discipline is effective.
One wonders what schools that use BTECs are actually paying for
Likewise the number of GCSE equivalent points per pupil could suggest that every student is achieving highly. Or it could imply that students are pushed away from more difficult academic GCSE to easier vocational BTECs. A school that does a double level 2 BTEC in Applied Science gets the equivalent number of points for 4 GCSEs at grade C in the curriculum time allowed for triple science with a far higher pass rate. However, the school does all of the assessment work (none of it by exam) with very little checking by the exam board and yet pays the exam board more. One wonders what schools that use BTECs are actually paying for; it’s certainly not for marking or exam administration. Neither is it for the utility of the qualification; employers and universities are increasingly dubious of their value. Still, a school that uses BTECs will have a good chance of all of its pupils gaining the equivalent points to 5 A*-C grades at GCSE. I will leave it to the imagination of anyone reading to decide whether a head that has most students taking BTECs serves his or her students better or one that insists that students take a majority of GCSEs in traditional academic subjects.
Pupils and teachers are failed by poorly managed schools
If Michael Gove wants to address the problems in schools effectively, he needs to look at the calibre of head teachers. The BBC’s Waterloo Road is frequently trailed on BBC 1 HD just before 7 p.m. The trail is always the same and features the head teacher (played by Alec Newman) telling his staff, “I’ve never met a failing pupil but I’ve met plenty of failing teachers.” The sentiment is a noble one, that no pupil should fail. It is a principle that every teacher worth his or her salt believes in. However, the second part with it’s implication that pupils only fail ecause of their teachers is less worthy. Pupils fail in lessons for a variety of reasons, many of which are outside the teacher’s control. Undoubtedly, there are teachers who do fail their pupils. However, far more pupils and teachers are failed by poorly managed schools. In my experience, the statement that a head teacher has met plenty of failing teachers says a great deal- and little of it positive- about how well that head runs his school.