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.

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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.

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JQA Welcomes Spanish-Speaking Business Psychologists to the Team

At JQA, we’re excited to share that our team has grown to include proficient Spanish-speaking Business Psychologists. This expansion opens new avenues for us to conduct interviews and deliver leadership assessment and development services in Spanish, catering to the diverse needs of our clients and Spanish-speaking employees alike.

Why is this important?

Our belief in the power of diversity and inclusion to drive innovation and success is at the core of our mission. By embracing Spanish-speaking Business Psychologists, we’re not only broadening our client base but also ensuring that we can comprehensively address the unique requirements of Spanish-speaking individuals.

How does this benefit you?

The inclusion of Spanish-speaking psychologists amplifies our international assessment, coaching, and development capabilities. We’re now equipped to seamlessly assess, evaluate, and engage with candidates from diverse linguistic backgrounds, offering tailored solutions to meet your organisation’s specific needs.

What services does JQA offer in Spanish?

Our talented team members bring a wealth of experience and expertise to the table, offering a range of services, including:

  • Employee Assessments: Identifying strengths, development areas, and career paths.
  • Leadership Development: Enhancing communication, conflict resolution, and team-building skills.

Why choose JQA?

Partnering with us grants your business access to recognised Spanish-speaking experts who excel in designing processes for Talent Management, Succession Planning, Competency Frameworks, and Human Resource Management Systems.

How can JQA help you excel?

Offering services in Spanish enables us to:

  • Improve Communication: Breaking down language barriers for effective interaction.
  • Increase Participation: Engaging Spanish-speaking employees with precision and clarity.
  • Enhance Cultural Sensitivity: Providing services that resonate with diverse cultural backgrounds.
  • Boost Performance: Elevating satisfaction levels, team dynamics, and overall performance.

Ready to take the next step?

If you’re curious about how our Spanish-speaking Business Psychologists can elevate your organisation’s development and well-being, don’t hesitate to reach out. Click the link below to connect with us today.

We look forward to partnering with you!

Contact the JQA team

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