At the executive level, where systemic decisions ripple across schools, staff, and students, wise compassion is a leadership necessity. When embedded in the relational fabric of educational leadership, it fosters psychological safety, enhances performance, strengthens culture, and drives values-aligned change. 

At what point does being a leader really hit home?

In her first guest blog for us, our Associate Coach Maggie describes the moment it happened for her and shares her experience of growing into the leader that she is today.

“And this was it – the lightning bolt moment when I realised that I was the Headteacher and leader and should have all the answers.”

All leaders need a degree of confidence- you are not likely to last long in your position without it. But what is the marker of too much confidence? And what happens with confidence is masking a lack of competence?  

When confidence outpaces competence, the results can be quietly corrosive. An unchecked overconfidence in one’s own leaderships undermines the very culture and climate that education leaders are entrusted to nurture. 

Traditionally, the image of a leader has centered around a strong, unwavering figure, leading their team from the front, trailblazing the way through uncharted territory to guide and instruct their followers through challenges towards a target destination. More recently, other analogies paint a slightly different picture of leadership including but not limited to: leading from the back like a shepherd guiding the flock; the bridge builder – who connects people, ideas and opportunities; the firefighter – a crisis orientated leader, thriving under pressure and solving problems; and the chess master – a strategic leader planning ahead.