School Leadership: Headteacher Recruitment

Written by Chris O’Malley

 

Transforming a school is a long, hard and often lonely task for a headteacher. A great headteacher will have a lasting and positive impact on organisational performance and, most importantly, on long-term pupil outcomes. Headteacher recruitment is one of the most important tasks a governing body will ever undertake, and the high-stakes nature of education can mean that finding the right person for a role is harder than ever. Indeed, making the wrong appointment will certainly have a negative impact on staff wellbeing, pupils’ long-term outcomes, and the wider community as a whole. Put simply, getting it right isn’t just important; it’s essential.

 

So what help is available to the governing body to help them make the right choice? The National Governance Association (NGA) recommends that governors seek specialist support if they feel it is necessary for the recruitment and selection process of a headteacher. Recently, a renowned college in Devon did just that and requested the support of JQ Associates in their selection process for a new headteacher. Megan McEnery, Operations and Client Manager at JQA, commented, “Here at JQA, we have over 20 years’ experience working with organisations that are global leaders in their sectors. We have an in-depth understanding about why leaders succeed or fail, and we are very well-positioned to provide governing bodies with essential insights which they might otherwise overlook or not be aware of when making these critical recruitment decisions.” As a senior school leader herself prior to working at JQA, Megan certainly has an excellent understanding of the pivotal role of effective leadership in navigating complex operating environments such as schools.

JQ Associates understand that the human psyche is complex. Their role is to fine-tune leadership recruitment for the sake of a school’s performance and the individual leader’s own well-being. When making successful headteacher appointments, a governing body needs support to apply the best of science and intuition when making that final decision. Modern school settings are increasingly strained, and the skill set required for effective school transformation is more nuanced than ever. In this way, JQA were able to successfully support the college’s governing body to feel more confident in making the right decision using the scientific insight and assessment which formed a clearer picture of a candidate’s potential to lead the school as it continues to grow from strength to strength.

Megan McEnery added, “Our tailored leadership assessments, informed by psychological research and best practice, empowers schools to make strategic decisions that reduce risk, drive growth and ensure a positive leadership impact.” The holistic approach that JQA employs is straightforward with detailed psychometric assessment and an in-depth interview conducted by one of the Associate Psychologists. These data were analysed, and the results were quickly shared with the members of the governing body. Clear indications of each candidates’ strengths and potential development and risk factors all helped paint a rich picture of each individual to ensure a robust decision could be made which not only supported the school but also the wellbeing of the candidates

Recruiting the right candidate for a role is never easy. And in the the ever-evolving landscape of school leadership, these difficulties are magnified tenfold. JQA can support governing bodies to find the right fit for their school by analysing and assessing each candidate’s complex mix of personality, skills and experience. A little more support to help governors make the right choice.

If you would like additional information about how JQA can support your organisation or for more information about the work we are doing with schools, please do not hesitate to get in touch.

Well-Being in the Workplace – Balance vs Extremes in personality

Written by Mandy Pigny

BA(Hons) MSc MCIPD MBPsS

In the world of psychological assessment, we often come across a ‘balanced’ profile. Few candidates like to be thought of as ‘average’ yet others are equally concerned about being deemed somehow different, where ‘extreme’ personality traits might suggest positive or negative implications.

“There is no ‘one size fits all’ leadership style and nor is resilience a clear-cut issue.”

There is no “one size fits all” leadership style and nor is resilience a clear-cut issue. The field of well-being in the workplace has gradually gained status and is perhaps now as important as physical health. Looking back to the world in the 90s and noughties, it seems incredible how differently HR managed sickness absence compared to current thinking and policy. There was even one school of thought that stress was a myth, in very simple terms because stress could not be defined scientifically or meaningfully. Fortunately, there is a great deal more research now to not only demonstrate that there is a link between well-being and performance at work, but greater understanding that has shaped practical help and support.

We have explored the implications for three important areas of well-being at work linked to personality:

 

1) Positivity, Optimism and Hope

 

2) Agreeableness

 

3) Self Awareness

Positivity, optimism and hope – these traits might be considered innate and linked to resilience. Those who are naturally disposed to see the good in any eventuality or person are arguably better equipped to ‘ride the wave’ when difficulties present. Hope is such an important ingredient because whilst it does not mean blindly ignoring real threats, it is important that we have the will to endure present difficulties in order to strive for something better in the future. Hope means being active and working hard and not letting ourselves become trapped in negative emotions. Those who are emotionally balanced are realistic, not complacent, and they can ‘feel’ and react to problems. Too much one way or the other might suggest being too ‘laid back’ or too emotional and explosive or moody. Wherever someone sits on emotional reactivity, working on being positive, optimistic and hopeful will help to develop a leader’s resilience and well-being, and feel reassuring to a team too.

Agreeableness – agreeable people are seen as more approachable and empathetic, traits that are welcomed amongst our colleagues. Research used to show that a middle position here was helpful because good leaders needed to be balanced between empathy and toughness. Those with leadership styles that lean towards collaboration and democracy tend to score higher on empathy, trust and consensus, a position that was once considered less helpful but now, with the rise of the authentic leader, more agreeability has perhaps become an equally viable place to be for successful leadership. Although less agreeable people (as well as those more extraverted and with greater intellect) still earn more than agreeable people it seems, the relevance of this only has implications if wealth is a core driver. More research is needed regarding a correlation between agreeableness as a measure of contentment and well-being.

Self-awareness – this allows us to be kind to ourselves. Knowing when you are at your best – your brain feels most refreshed, you know the limits of your concentration etc – helps with your physical energy. As psychologists, we often explore not just the triggers for stress in isolation, but the techniques someone uses to manage stress. Human connection is also important; a problem shared is a problem halved – it may be an old adage, but it has merit! So, knowing whether we have a tendency towards ‘fight or flight’ responses to stress (typically correlating with extraversion and introversion), can help us learn how and when to ask for help. Knowing our individual susceptibilities to certain emotions, and giving ourselves permission and space to feel anger, disappointment, sadness, fear, or self-consciousness, facilitates the process of dealing with stress mindfully and enhances our well-being.

So, whilst personality extremes might make for unique strengths, balance has an important place too in leadership success. The balanced person remembers to focus on wider life issues, and they know to invest energy in their out-of-work lives to create contrast and perspective. Most importantly though, organisations have become more accepting of how people differ in how they perform at their best – working hours, breaks, office layout, neurodiversity and how to capitalise on those unique skills – which is a refreshing change to the world of work a decade or so ago. The future looks brighter for enhancing well-being for the benefit of individuals and an organisation’s overall reputation and performance.

At JQA, our psychologists understand the nuances of personality assessment and use their professional knowledge and judgement to build an accurate picture of a candidate’s leadership potential. The human psyche is complex and, in a world that is rapidly increasing in complexity, it is more important than ever to fine-tune recruitment and selection decisions for the sake of the business’ performance and the individual’s well-being.

Navigating Complexity:  The Role of Systems Leadership

What is Systems Leadership?

 

Written by Jo Larkam

CPsychol, BSc (Hons) RCDP, MSc, AFBPsS

 

In today’s rapidly evolving world, businesses, governments and communities are grappling with multifaceted problems ranging from climate change to social inequality and crime, and traditional hierarchical leadership models are inadequate for addressing such complex challenges.  Systems Leadership recognises that many issues are interconnected and require collective action and shared accountability.   It is an approach that prioritises collaboration across departments, sectors and even industries to address deep rooted issues.

 “Systems Leadership recognises that many issues are interconnected and require collective action and shared accountability. It is an approach that prioritises collaboration across departments, sectors and even industries to address deep rooted issues.”

How is the public sector applying Systems Leadership?

In the public sector, systems leadership is increasingly recognised and embraced as a fundamental approach to addressing complex societal challenges, such as poverty, inequality and healthcare disparities.  By bringing together government agencies, local authorities, charities and citizens, leaders can design more integrated and effective interventions.  There has been an increasing emphasis in the UK to impact population health through implementing community-based healthcare models where the NHS comes together with local authorities, charities and citizens in a way that empowers communities and systems leaders to drive systemic change from the grassroots up.  The Integrated Care Systems (ICSs) bring together the NHS with local authorities and other care providers to coordinate services and resources at a regional level.  Leaders within ICSs work collaboratively to reduce health inequalities and deliver more seamless care pathways for patients.

Is Systems Leadership relevant within the private sector?

While Systems Leadership is gaining traction in the private sector, its prevalence may not be as pronounced as in the public sector. However, many private sector organisations are also operating in complex environments with multiple stakeholders, diverse teams and interconnected issues and there is gradually a growing recognition of the need for systems leadership.  JQA have built significant knowledge and expertise in understanding the attributes of effective system leaders in the mining sector.  The mining sector presents unique challenges due to its complex and interdependent nature, addressing factors such as environmental sustainability, community relations, safety and responsible sourcing. It requires leaders to balance short-term decision making with long-term sustainability and social responsibility, prioritising resource and managing risk effectively.  Leaders within the mining sector work across systems, with governments, communities, investors and environmental organisations to secure the social license to operate, to work in the best interests of the organisation, communities and staff.

A Systems Leader will encourage the use of systems principles and tools for complex problems by promoting collaboration across traditional siloes, within or outside the team. They will think about the wider system and ask questions that explore the possible impact of certain actions on the wider system.

How can we assess which leaders make effective systems leaders?

Many organisations struggle to identify and cultivate the right leaders for their business.  Leaders who are equipped with the cognitive strength to understand the complexity of the challenge, alongside the social skills to work collaboratively in determining solutions and building followership for action.  JQA pride themselves on their understanding of leadership and currently conduct over a thousand leadership assessments a year, assessing both the cognitive and social processing skills of leaders. We work in close partnership with our clients to support their people decisions around recruitment, development and succession.  Our assessments determine the extent to which the individual has the cognitive agility to be able to analyse and diagnose systemic issues, identify leverage points for intervention and anticipate unintended consequences of action.  Alongside this we determine how effectively they lead others, build influence and work collaboratively in delivering outcomes.

At JQA we understand the pivotal role of effective leadership in navigating complex operating environments. With our expertise honed over years of collaboration with leaders across industries, we are uniquely positioned to assist organisations in identifying and nurturing systems leaders. Our tailored leadership assessments, informed by psychological research and best practice, empowers organisations to make strategic decisions that reduce risk, drive sustainable growth and ensure a positive leadership impact.  If you would like additional information about how JQA can support your organisation please do not hesitate to get in touch.