Taking up a new senior or executive leadership role in education is both a privilege and a responsibility. The first 100 days are often described as the period in which leaders lay the cultural and strategic foundations that shape their tenure. For school and trust leaders, this window is not about quick wins or surface-level change, but about establishing a climate of trust, safety, and purpose where adults and young people can flourish into the long-term. 

Although it often goes ‘unseen’, culture is sensed across an organisation. We have all had the feeling of walking into an organisation and within moments getting a feel for whether there is a good or bad ‘vibe’. Culture is no backdrop - it’s an operating system and an ecosystem.

At its very core, leadership it's about understanding people, and it is best to start with yourself.  

Self-awareness is one of the most powerful tools a leader can cultivate. It keeps your ego in check, sharpens your emotional intelligence, and allows you to connect and lead with authenticity. But how should you lead when others around you lack it?

Self-awareness underpins leadership. A truly transformative leader must be on an ongoing journey of developing their self-awareness. It incorporates self-evaluation and reflection, a willingness to receive and act on feedback, mindfulness practices, and continuous learning. It also involves embracing vulnerability, recognising one’s strengths and areas for growth, and adapting to changing contexts.  

Self-awareness is a big buzzword in leadership - often touted as the cornerstone of personal growth, emotional intelligence, and effective leadership. But beyond buzzwords and self-help slogans, what does it actually mean to be self-aware? Because generally speaking, we don’t actually have a secure grasp of what this construct actually is. 

Coaching, when delivered well, is incredibly powerful. It has the power to transform lives with ripple effects expanding out into whole organisations and communities. Where school and education leaders are concerned the reaches go far beyond professional growth.

Leadership development has become a buzzword in the corporate and educational sectors alike. However, many courses and programmes still fall short of empowering participants to deliver meaningful, lasting impact in their organisation. If we want to truly empower leaders to sustainably grow, inspire, and transform their organisation, we need to take a holistic approach that uses human development principles as a foundation and focuses on personal and professional growth, self-awareness, and system maturity. Without doing so we are missing out on the impact by and to the collective ‘whole’.