Reflections on Leadership: Strengths, Vulnerabilities and Growth

A reflective leadership activity

In this reflection, I’m responding to a task given to me by our principal, Peter, in our bi-weekly mentor/coaching sessions. I arranged these meetings to help me continue developing as a leader - a practice I’ve pursued with various mentors over the years, as I’ve found that seeking out guidance has been the most powerful way for me to learn. Often, the most impactful insights come when I’m mentored by someone who isn’t my direct line manager; those sessions can go beyond operational details or organisational goals to focus directly on my growth. For this reflection, Peter asked me to describe myself as a leader and to capture my strengths, areas for growth, and unique qualities, along with the moments that bring anxiety. He said to write something that would be truly unique to me. This piece is my attempt to articulate that task honestly, and I found the process to be both cathartic and clarifying.

Reflections on Leadership: Strengths, Vulnerabilities and Growth

As a leader, I place a strong emphasis on courage, especially when it comes to fostering a culture of accountability and integrity. Acting decisively and with purpose is something I value deeply; I often find it difficult to hold back when I know a decision needs to be made. One of the more challenging aspects of leadership for me is accepting when it’s necessary not to act - to wait and let things unfold. I recognise that I struggle with this, particularly when I feel certain that action is required.

Building and maintaining strong relationships with colleagues and students is one of my greatest strengths. I see relationships as foundational to successful leadership; people need to feel supported and valued in order to thrive, and they must feel they can approach you. Working collaboratively and building trust within my teams is something I’m adept at, whether it’s through coaching, mentoring or simply listening. My connection with students is just as important to me, helping them feel understood and encouraging their sense of accountability and independence. Something I have to fight regularly is diving into the ‘advisor’ role. I often lose that fight and end up saying what I think in an effort to help. The coaching training I have had over the last few years has helped, but I still find myself wanting to solve problems for others when I know I need to slow down and allow them the space to solve it themselves.

At my core, I want to be thought of as a caring leader - someone who not only gets things done but also brings people along on the journey. I believe in building a strong culture where individuals feel empowered to take ownership of their roles. I love the saying: "how you do anything is how you do everything." It’s a principle that guides me to lead by example in all aspects of my work.

A true measure of leadership, to me, is the leadership you cultivate in others. Adopting a coaching approach allows me to develop the capacity of my team to grow and lead in their own right. I’ve learned that not everyone responds to the same leadership style, so I make it a point to ask those I lead how they like to be led. This approach has helped me grow more confident in giving feedback and having difficult conversations - areas that once challenged me, but now stand as strengths (I think).

Strategically, I strive to see the bigger picture, which can sometimes lead to frustration when others don’t necessarily share the same vision. While I respect that there are multiple ways to approach any task, I believe it’s crucial that everyone aligns on the overarching end goal. Clarity in this shared direction ensures that our efforts remain cohesive, moving us all forward together. I’m driven by a strong desire to make progress and focus on the bigger picture, which sometimes makes it challenging for me to engage with those with a limited viewpoint or lacking of a shared vision. My background in executive recruitment, paired with an MBA and a specialism in economics and business, brings a unique perspective to my work. These experiences outside traditional education have deepened my insight and strategic thinking, influencing both my leadership and teaching approaches.

I take pride in being successful at implementing projects with impact. Initiatives I lead within the school are designed to drive meaningful change and address real needs, which I believe makes a difference for both staff and students. Change management is essential in our environment, and I work to ensure that each project aligns with our broader goals and has tangible, lasting effects on our school culture. I often think about how sustainable a project or initiative might be and dwell on how best to run the implementation. This can really slow me down…However, over my time at our school, many initiatives have been tied to the people who led them or are expected to be implemented just by telling staff once or twice. I am fully aware of the need for strong, frictionless systems and processes and so focus on embedding structures that make projects sustainable beyond any single point of failure.

I believe in creating systems that allow staff to feel supported rather than burdened, enabling them to carry on initiatives with ease and consistency. This approach ensures that positive changes become part of our school’s foundation, rather than temporary measures dependent on individual leaders. By building robust frameworks, I aim to create a culture where impactful initiatives have the room to grow, evolve, and continue making a difference over time.

However, I am well aware of the limits of this approach, and a recent switch to a new MIS has reminded me of the importance of thinking deeply about all aspects of a change. Even the best-intentioned initiatives require thorough planning, an understanding of potential pain points, and clear communication to ensure they integrate smoothly and sustainably into our existing systems. This experience has reinforced my commitment to considering every angle of a change, knowing that the details often make or break the success of any initiative.

I recognise there are still many areas where I have room to grow. One of these is managing my own indecision; while I’m good at helping others clarify their thinking, I sometimes struggle to do the same for myself, especially when the stakes feel high. This can lead to moments of anxiety when I feel the pressure to make the “right” decision quickly. This might be somewhere where I can step back and give myself more space…

Another challenge I’ve encountered is when I work with others who hold a great deal of control over a project, yet I lack the time, space or authority to impact it on the level I’d like. This sometimes makes me hesitant to engage in initiatives where I can’t give 100% and where my contributions might feel limited. Learning to navigate these situations and balancing my desire for involvement with the need for realistic commitment is something I’m actively working on. Everyone talks about the need to say “no,” and as a senior leader, when a number of others require your input, help, or time, this is such an important word.

Furthermore, even though I am getting better at saying “no,” I still occasionally feel stretched by the range of responsibilities I take on, from managing behaviour to mentoring and leading projects, as well as personal pursuits that encroach on my limited time. When these demands start to eat into my time with my kids, I can’t help but feel a sense of imbalance that weighs on me. Too often, the reward for the level of investment I give does not feel like a match for my efforts, which adds to this feeling. Managing these expectations and finding balance in my work is something I’m actively working on as I navigate my career and futre. I want to ensure that the time and energy I invest aligns with my personal priorities and values, allowing me to maintain a sense of fulfilment both professionally and personally.

In summary, I see myself as a strong, decisive leader, driven by purpose and a commitment to building leadership in others. I aim to be known as a caring leader with vision, someone who builds culture and brings people along while getting things done. Relationships are at the heart of my leadership, both with colleagues and students, and my experience outside traditional education gives me a distinctive perspective. At the same time, I’m dedicated to managing my personal growth areas - indecision, patience and balancing responsibilities - in ways that support my professional and personal goals. Ultimately, leadership is a journey, and I’m committed to evolving for both my team, myself and my family

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