What To Do If You Start To Panic

Panic

A few years ago, my husband and I were flying in to New York – the final stop on our honeymoon…

It was late December, and it was an early morning flight which meant not only was the weather terrible, it was also pitch black outside. As we began our descent, it became clear that the mild turbulence we had been experiencing throughout the flight was just the beginning. Overhead bins burst open, personal belongings slid across the aisles and the cabin lights started to flicker.

Our descent turned into a rollercoaster ride after the pilot literally pulled up the nose of the plane as he announced over the speaker that it just wasn’t safe enough to land and he’d have to ‘try again’. With nothing but pitch black outside our windows, we had no idea how far off the tarmac we were and people started to panic – including me.

The weird thing is I can recall with absolute clarity, looking around in that moment, everything suddenly going all Matrix slo-mo and thinking, ‘I could very easily lose my sh** right now. But I’m not going to. I’m not going to panic. I’m going to keep it together. I will not lose my sh**.’  It felt like an out of body experience.

I don’t know about you but, for me right now, life has way too many of these moments. Just when you think you’ve got a grip, or found a groove, you get blindsided by something that spirals your mind into a frenzy. You have no idea what lies outside of your view and you feel thrown into a situation you can’t fully grasp.

The next time you find yourself experiencing one of these moments – i.e. you find yourself in the middle of a turbulent ‘air pocket’ and you start to panic – say to yourself out loud…

I could very easily lose my sh** right now. But I’m not going to. I’m going to keep it together. I will not lose my sh**.

It sounds mad (so you may want to shut the door before you do so!) but it actually works!

Life, work – and the world in general – are crazy right now but I am determined to not only not lose my sh** but also to help you to not lose yours! We just need to keep it together until we can come in for a safe landing.

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Appeared in: Education Executive Magazine (@edexec)

The ‘Triage System’ That Every Leader Should Implement

Triage

If you’ve read my blog, or you attended my Confidence Building SBL Support Session then what I’m going to say next will be familiar to you – but I want to remind you of it! If you haven’t, and/or didn’t, then what I’m about to share with you is the best piece of advice I can give you right now.

Interruptions are a necessary evil in the life of a school business leader, but there is a way that you can deal with them that will help you to be more efficient and set some very important boundaries.
 
After giving up on a ‘Do not disturb’ sign – which I found to be rarely effective or, in some cases, too effective! – I implemented an ‘interruption management system’ that I have since labelled the ‘triage system’. When someone comes into your office, or approaches you to ask for ‘a favour’, or they start their sentence with ‘Can you just’ this is how I advise you to proceed…

  • Establish a set of actions that you can designate to every possible interruption.
  • Decide what you will deal with immediately (the true, fire-fighting moments that just can’t wait), what you will make note of to pick up at the next opportunity, and what can wait a little longer.
  • When someone comes in to see you, get to the point as quickly as you can so you can ‘triage’ appropriately. If the tasks can wait, ask them to come back later, or tell them you will go and find them, or ask them to send you an e-mail, or direct them to another member of staff. When someone comes in, get to the point as quickly as you can so you can ‘triage’ appropriately.
  • Don’t let them hover in the doorway – or worse, park themselves in your office giving you the full spiel of what they’ve done, where they’ve been and what they’ve tried already! By hearing them out, but firmly guiding them to the point, everyone feels heard, you’re available to deal with anything critical and anything non-urgent can be redirected as appropriate.

Making people take ownership of non-urgent issues can be powerful, over time, as you’re training them to solve their own problems. It’s also helpful if you need to break the same habit that I suffered from for longer than I care to remember; taking everything on and saying ‘Yes’ to things on the bounce!  
 
Ultimately, if you’re polite yet direct, and consistently apply this method, it trains people to be more respectful of your time as well as helping keep you sane.

Here are some useful ‘triage’ phrases to get you started:
  • “Of course, I’ll look at this in more detail and let you know when I can get this done by.”
  • “I’m working on something else at the moment but I’ll ask one of my team to look at this and get back to you if I/they need more information.”
  • Depending on who is asking, and what the task is, you might say, “What would you like me to do first?” or, “I’ll check this out with the head and see how they would like me to deal with this.”
  • “I can see why you’ve asked me about this but it’s actually someone else’s remit. I’ll pass it on/you should pass it on.”
  • “I have a number of deadlines that I’m working to right now and, if you leave this with me, it just won’t get done in the time you’ve specified. If it can wait, that’s great. If not, it might be quicker to do this yourself/ask someone else.”
  • “From what you’ve said, I’m not clear exactly what’s involved – can you please explain it to me in more detail so I can prioritise accordingly?” [This is particularly useful for the drive-by – the person that mumbles something unintelligible, drops a file on your desk like a bomb and then hotfoots it out of the room.]

Remember, your time is valuable, you’re valuable and you’ve got more than enough to do without taking on everyone else’s to-do lists too!

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P.S. Have you joined The Business of School Leadership Facebook Group yet? For practical support, advice, tips, tools & guidance about all things school leadership, join us in the community by clicking here.

Appeared in: Education Executive Magazine (@edexec)

SBLs: If You’re Feeling Down, Read This

Super

I used to work with someone who told me that I was super. He’d tell me that what I did was super, my team was super – hell, everything was always super!
 
You’re thinking, ‘Wow, how lucky were you?!’ But…
 
He used that phrase so much that, in the end, nothing felt super. It became a meaningless phrase – a phrase that, when he used it, made me feel like he was just filling the air with empty platitudes.
 
I figured this out when I would go to him, putting my case forward about particularly difficult issues, and he would nod, tell me that my ideas were… you guessed it, ‘Super’ (!) and proceed to go off and do entirely the opposite of what I had suggested (ie. what actually needed to be done.) My suspicions were confirmed when I heard him telling someone else how super their idea was despite him not having heard even half of their sentence!

It’s easy to fall into the trap of overusing phrases like this – super, terrific, awesome, amazing. It’s a shorthand way to come across as positive and appreciative – traits we all want to exhibit – but unless they’re used in a meaningful way, they mean absolutely naff all.
 
What does this have to do with anything?
 
Well, you may or may not have noticed but I call SBLs ‘super-SBLs’ or ‘superhero SBLs’. The irony of this does not escape me, I promise! But not only do I like alliteration, I actually do believe it!

What you achieve on a daily basis is nothing short of superhero capability and sometimes I think you need reminding of that. Especially when you don’t feel super in the slightest.
 
The thing is, recently, I’ve noticed SBLs calling other SBLs ‘super-SBLs’ but in a way that means that they don’t see themselves as super – that, somehow, there’s a superhero scale and some are more super than others. This is just not true! Every single SBL deals with a unique combination of circumstances and issues and conquers it with their own unique combo of superpowers.
 
Ok, you may not always feel like a superhero, and you may have days that are less than great, but even when you’re feeling more like Diana Prince than Wonder Woman, or Clark Kent more than Superman, it doesn’t make you any less of a hero, it just makes you human. And, besides, Diana and Clark are also heroic, albeit it in their own more understated way!
 
Every hero has a bad day or a bad week but that doesn’t stop them being heroes. Heroes come back fighting; they never lose their faith and they never give up, no matter how much is thrown at them on a Monday morning!
 
So the next time you’re feeling low, or looking at other SBLs and thinking about how you don’t feel as super as they are, remember – they are just like you, and you are just like them. You may be super-SBLs in completely different ways, but you have all taken on the superhero mantle, and deservedly so.
 
And, as for me, I know you are an SBL superhero. I see what you do even if your boss or colleagues don’t. I see you on Twitter, in my Facebook group, in my inbox, in my DMs and in my coaching sessions.

The rest of the SBL community sees you too; you are not alone. You are seen. You are appreciated. And you are truly super!

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Appeared in: Education Executive Magazine (@edexec)

How To Be Right 99.9% Of The Time

BeingRight

My husband loves to be right.

In the summer our smoke alarm started beeping so I set about looking for a new battery. My husband was adamant that the alarm was wired into the electric and, therefore, there was no battery.

I’m debating with him over my shoulder as I’m digging through a pile of useless keys and old chargers in our bits-and-bobs drawer while he is frantically checking the fuse board under the stairs.

Finally, I produced a battery and, after another long (and noisy) fifteen minutes spent debating underneath the still beeping alarm, he decided to prove – once and for all – that the alarm does not have a battery. He muttered quietly to himself whilst fetching a ladder; I remained quiet – hands on hips, eyes in permanent roll mode.

I didn’t know it was possible for someone to stomp up a ladder, but he somehow managed it! Over the screeching alarm, his words were barely audible, “Pass me the battery.”

This type of thing happens regularly. It’s earned me quite the reputation of ‘always being right’. I can see how it looks that way, but the trick to it is simple. I only nail my flag to the mast when I’m already 99.9% sure I know what I’m talking about – which makes me right 99.9% of the time!

If I don’t know what I’m talking about, I’m the first to say, ‘I don’t know’ and ask someone who does. (Ok, this is usually my husband… He is right sometimes!)

As school business leaders we find ourselves in plenty of situations where we know we’re right, and we will die in that ditch if we have to; but there are other times when we just don’t know the answer.

Not knowing the answer can sometimes feel like SBL-kryptonite – and even worse, admitting it can make us feel like we’re bad at our jobs or that people will think we’re stupid.

Nothing could be further from the truth

Saying ‘I don’t know’ shows that you have self-awareness, that you’re secure in yourself, that getting it right is more important than what other people think and, more importantly, that you’re willing to find the answer. This will not only make people feel more confident in you, but also that they can trust you to get the job done.

Nobody knows everything – and the ones who say they do are lying! Confidence does not equal competence. Those who ‘talk the talk’ do not always ‘walk the walk’. We all know someone like this, and what do we think of them? Not much.

Assuming we should have the answers, and beating ourselves up when we don’t, is defeating ourselves before we even get started. The true power, in a world where everyone feels that being seen to be right is more important than actually being right, is to admit that we don’t know, and to commit to finding the right answer, the right way, or the right person to help us.

So, don’t worry about feeling like you’re on the back foot. Don’t worry if there’s an awkward pause. Nail your flag to your mast with just as much conviction as when you do know the answer and declare ‘I’m not sure but I’ll look into it’ or ‘I don’t know but I know someone who can help’.

People won’t remember all the times you said ‘I don’t know’, but they will know that you’re rarely wrong, always have an answer and are almost always, always right. Just ask my husband!

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Appeared in: Education Executive Magazine (@edexec)

Do You Need To Feel The Fear?

Fear

“You need to feel the fear!”
 
Or so Joey and Chandler tell Rachel in Friends when she says she’s sick of working as a waitress and wishes she could get a job in fashion. They say that as long as she has that job, she doesn’t have the motivation to go out and get the job she really wants.
 
Watching this episode got me thinking about confidence, and about how sometimes we need the right set of circumstances to push us forward.

I’m a ‘feel the fear’ type of person. I do my best work under pressure (especially when I’m skating too close to deadlines) and some of the best things I’ve done are the ones that I crapped myself doing, or when the clock has been ticking and I’ve not had time to talk myself out of it. The magic happens for me when I’m pushed forward by circumstance, or other people who believe in me – even if I don’t.
 
Over time I’ve got better at generating that ‘fear’ myself – stepping forward before I think I’m ready, and speaking out when I’d normally stay quiet – but it does take work!
 
I’m not saying for a minute that you should quit your job – no way – but if you’re feeling held back somehow, think about what it is that you want to achieve and why you feel like you can’t. I know external factors play a part in this but, when it comes to building the confidence to deal with these, that’s down to us.
 
Confidence is a fluid thing and, in order to understand how to tap into it, it’s useful to spend some time unpicking the reasons why we feel that we can’t or shouldn’t do the things that we really want to.
 
Reasons may include…

  • You don’t believe that you’re capable of it.
  • You feel that the goal is too big, or unachievable.
  • You’re worried it won’t work, won’t be good enough or will go wrong.
  • You’re not naturally outgoing or assertive or [insert other appropriate adjectives!]
  • You’ve had some bad experiences in the past and you don’t believe this time will be any better.
  • You’re worried about what will happen if you do it; what people will say or think about you.

Understanding what’s holding you back is the first step to moving forward; whatever your reason is, ask yourself what you can do to create the momentum you need.

So…
  
What’s your goal?
What’s stopping you?
What’s the one action that you feel ready to take?
 
You don’t have to be a ‘feel the fear’ type of person to create momentum – it might be that you need to take smaller steps, or to unpick some of that negative self-talk, until you’re left with logic instead of doubt.

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P.S. Have you joined The Business of School Leadership Facebook Group yet? For practical support, advice, tips, tools & guidance about all things school leadership, join us in the community by clicking here.

Appeared in: Education Executive Magazine (@edexec)

How To Break Bad Habits

Habits

Recently I read an article that said that 45% of what we do every day is done out of habit. Apparently, it can be even higher if we’re in the same environment, and around the same people, on a regular basis. And in lockdown, I bet it’s probably been closer to 90%!
 
Immediately, I was like… no, that can’t be right! Then I sat for a moment and thought about it.
 
If I set aside my morning and evening routines (which, though they evolve, are essentially habitual) and think about my work, the jobs I do around the house and the things I do in my downtime then, actually, yes, I do a lot of stuff automatically!

Habits create structure and routine; they keep us focused and give us comfort. They are learnt from experience – they help us to avoid something bad (eg. forgetting to do an important task, or turning up to a meeting unprepared) or reward us with something good (eg. that feeling of satisfaction we get when we’ve ticked something off our to-do list). Habits create feelings and responses and are a valuable tool.
 
Some habits are conscious choices, things we do because they make us feel good or because they help us to achieve something good.

But what about other types of habits? The subconscious kind, the ones that we don’t even question? The habits we’ve developed to survive in a context we can’t control? The habits that have grown to be so automatic that they’ve become a way of life – but don’t actually serve us?

So much, of not only what we do, but also what we think and feel, is automatic; conditioned actions and conditioned responses – and we probably do this a lot more than we think we do in the workplace.
 
Think about:

  • The way you react when something goes wrong.
  • The way you feel when someone says something negative.
  • That thing you automatically do just to save the argument.
  • That thing you automatically say just to keep the peace.
  • That thing you never say or do because it’s just not worth the consequences.

These negative habits. and ‘automatic’ responses. create negative emotions yet we’ve convinced ourselves that saying or doing (or maybe not saying or doing) these things is the only way forward or that ‘This is just how it is’.
 
The good news is that habits can be broken; we may not be able to change what happens to us, but we can change how we respond.
 
First of all, you need to identify what triggers you; where and when does this habit, or automatic response, show itself? How does it make you feel? Is it attached to a person, a place or an event? What can you learn from this?
 
Then you need to focus on your desire for change. What is your goal? Why do you want to do something differently? How will you feel if you stop doing a specific thing or behaving in a particular way?
 
Then it’s time to make a plan!

  • Ask for support. Is someone you know struggling with the same thing? Can you help each other? Do you have a friend or colleague that you can talk to, to help keep you focused? Accountability can help so much!
  • Leave yourself reminders. Maybe you make a note in your diary or on your calendar. Maybe you set an alert in your ‘phone. Maybe you put a post-it note on your bathroom mirror! Whatever works for you to help your goal stay at the top of your mind.
  • Start small. Don’t set yourself up for failure. Breaking a habit takes time. Slip-ups will happen! If you don’t do it every day, try and do it every other day. If you slip up, think of all the times you’ve succeeded and try again tomorrow.
  • Incentivise yourself. If you’ve done something every day, or a set number of times, celebrate your success with something you love, or do something you enjoy and rarely get the chance to do!
  • Replace negative habits with positive ones. What new habits do you want to develop? How will they serve you? How will they make your life better?

Whatever it is that you’re struggling with, you can break the cycle. Change is possible!

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P.S. Have you joined The Business of School Leadership Facebook Group yet? For practical support, advice, tips, tools & guidance about all things school leadership, join us in the community by clicking here.

Appeared in: Education Executive Magazine (@edexec)

How To Lead When Everything Feels Out Of Control

Your School Decisions

Last week, I wrote a blog about that voice in our head that tells us we’re not good enough or that we’re not doing a good enough job (and how to shut it up).  I also talked about how this voice can create ‘analysis paralysis’.

‘Analysis paralysis’ can present in many contexts – not just when we’re crippled with self-doubt but also when we feel that things are out of our control. School leaders may be used to dealing with high levels of uncertainty and frequent change but what we’re facing right now is beyond anything we’ve previously dealt with or ever could have imagined. There isn’t a forged path to follow.

We may have reams and reams of ‘guidance’ and files and folders full of strategies, plans and risk assessments but the truth is there’s still a lot we don’t know. And often, what we think we know turns out to be wrong – or is turned upside down with little to no notice. Not to mention the many ‘opinions’ we’re bombarded with on a daily basis.

So how do we keep up?

How do we test our decision making process?

How can we be sure we’re doing the right thing when circumstances and the future are so far beyond our influence?

Here are my thoughts…

You know what you know

You know your school, your students, your staff and your community inside out. Better than anyone. Fact. You know what the official guidance says you can do and perhaps more importantly, what it says you must not do. You know how to risk assess your school building, your capacity and your ability to keep everyone that comes into your school safe – students and staff. You know what you need to do to provide an education for your students.

You don’t know everything

You don’t know what the next iteration of guidance is going to say. You don’t know what’s going to happen over the summer and you don’t know what’s going to happen in September. You don’t know when things will go back to ‘normal’ and you’re not an expert in the communication and control of disease (even though people expect you to be!) 

However…

You know what is right

You know what you’re capable of, what’s do-able and what’s beyond you. You know what is needed, you know when it’s possible (or not) to provide it and you know how to resource and deliver it.

Use this knowledge to ground you, to centre you, to focus you. Every decision you make should be sourced from this place of core knowledge. 

It’s because you know your school, your students, your staff and your community inside out, that you know exactly what the right thing to do is. 

It might not be precisely what the guidance says.

It might not be something that people like.

It might not be what the school down the road is doing.

But so what?

You are a school leader – leading your school through one of the most difficult periods (if not the most difficult period) it has faced. And you can do this. 

Instead of focusing on what you don’t know, focus on what you do know and what is right. Think about what you should do and realistically, what you can do.

I know there are some things that you desperately want to do but can’t – and this is frustrating for you as well as for others. This is where ‘analysis paralysis’ can really take hold. For these things, weigh up the cost of doing them versus the cost of not doing them. By cost, I don’t necessarily mean money but rather stakes; what’s at stake if you do and what’s at stake if you don’t?

What is important right now? What does your school and its community need and can you make it happen?

These things might shift as we move forward but the one constant is you. Your knowledge and your leadership. You will be there today, tomorrow, in September and beyond. You are the voice of your school and its community.

In the absence of a clear next step, trust in yourself and your teams to make the right decisions. 

Whilst everyone knows what the guidance says, not everyone knows what YOU know about YOUR school. 

When it comes to making decisions about your school who knows more than you? Nobody.

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(And if you need someone to talk to, I’m here – you can DM me on Twitter or click here to get in touch.)

To: Anyone Who Doesn’t Feel ‘Good Enough’

Good Enough

I’ve seen a lot of tweets recently from SBLs (and other school leaders) who are having a crisis of confidence; who don’t feel that their ‘best’ is ‘good enough’.

As someone who struggles with these thoughts too, I wanted to write something for those of us that spend our time worrying about… well, everything.

These thoughts come to us as a ‘voice’ in our head. We think things like: 

  • ‘I should have done this’
  • ‘I should be doing that’,
  • ‘Why didn’t I do that better?’
  • ‘How did I not see that coming?’
  • ‘If only I’d have done that instead.’
  • ‘So many things aren’t happening/have gone wrong that it must be my fault.’
  • ‘If I had more time, if I had been quicker, if I knew what the hell I was doing – then everything would be ok.’
  • ‘I don’t know the answer so I must be bad at this job.’
  • ‘I knew I couldn’t do this job and now everybody else knows it.’

This ‘voice’ or ‘negative self-talk’ represents our inner critic. There are times when it serves us well by motivating us and challenging us to be better. It shows that we care, that we take pride in what we do and that we are striving to improve. 

But other times, especially in times of change and stress, it can limit our beliefs in our ability and potential. It can cause analysis paralysis: ‘Nothing gets done, nothing is ever good enough.  Nothing is ever good enough because I’m not good enough. ‘

Most of us are used to living with these thoughts weaving in and out of our consciousness but they have become even louder and more persistent in this new Covid-world that we’re living in. A world that’s scary, full of unknowns and changing at a pace so frantic that some days, we are so overwhelmed that we just want to hide under our duvets until it goes away.

It’s hard, it’s stressful, and it’s awful. It’s unprecedented, it’s scary and it’s relentless. We don’t know what’s coming and we don’t know how to prepare. That crystal ball that people suspect we have? It’s well and truly fried.

I find that when I’m feeling like this, an outside perspective can help me to acknowledge what’s happening, refocus my thoughts and sometimes, just help me to give myself a break.

So today, if you’re feeling not ‘good enough’ or that doing your ‘best’ isn’t going to get you through this, I want to give you that outside perspective.

That voice in your head is talking crap. 

What the hell does it know about what is ‘good enough’?

Who is it to define what our ‘best’ is?

And what is ‘good enough’ anyway? 

  • Is it working on ‘holidays’, evenings, bank holidays and weekends to make sure that students and parents have got the food, school work and support that they need?
  • Is it sending so many e-mails and making so many calls that it would be pointless to count, to third parties who aren’t doing what they should be doing or are asking you to do something that’s nonsense?
  • Is it leaving your family sleeping in bed whilst you get up at the crack of dawn to try and log onto whatever portal it is to do whatever it is you have to do? And because it doesn’t work, is it again leaving your family sleeping in bed whilst you creep downstairs at 2am to try and get it done?
  • Is it spending hours combing through reams and reams of ‘guidance’ that is vague, contradictory and seemingly impossible to implement?
  • Is it trying to make a plan without having all of the information you need?
  • Is it time spent hunting the internet for hand sanitiser, cleaning products and PPE to make sure that everyone who comes into your school is safe?
  • Is it making tough decisions in a context of fear, confusion and conflict?
  • Is it sacrificing your own wellbeing to look after the wellbeing of others?

I’ve seen and spoken to many of you over these last few months to know exactly what it is that you’re doing and I want to ask you now, what isn’t ‘good enough’? How is this not your ‘best’? What else could you actually be doing? 

No, not everything is going to plan but it rarely does! 

No, we can’t keep everyone happy but have we ever been able to? 

No, we don’t have all the answers but who does? 

Instead, I want you to know this.

I see you.

You are amazing. You are standing strong in the face of uncertainty and adversity and you are GETTING IT DONE. You are doing what you can with what you have and you are making decisions based on the information you have at the time.

You are feeding your students, you are looking after those who need looking after, you are providing a safe haven to those who need it, you are taking care of your staff, you are asking the questions that need to be answered, you are reworking your budgets to resource your front line: you are a fricking hero.

So the next time that voice starts talking, tell it to shut up. Give it the finger. Blow a raspberry at it. Turn your music up. 

Say to yourself out loud – ‘I am doing my best and it is enough.’ 

The rest? Well, we’ll figure it out like we always do.

How? Because we have each other. 

Though it might feel like it, you’re not alone in this. None of us are. Keep talking, keep reaching out and keep asking questions.

And when you feel that doubt creeping in, tell it to shut up, turn up your music and give yourself a break.

You deserve it.

(And if you need someone to talk to, I’m here – you can DM me on Twitter or click here to get in touch.)

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How To Stay Connected During A Pandemic

Support

At the time of writing this, we are at the start of what appears to be a long period of disruption both professionally and personally. By the time this is published, I honestly don’t know what life will be like for us. But what I do know is that by the time you read this, regardless of where you are or what is happening around you, you will need support.

For much of our time, we SBLs have our head down and our sleeves up fighting the good fight – but it’s easy to get stranded on the battlefield and find ourselves lost and exhausted in the commotion. I’m writing this to remind you that whether you’re at work or at home or whether you’re in the midst of or wearied from battle, there is help out there.

Here are some ideas to help you patch up your wounds, settle your mind and stay connected:

Social media

Reach out to colleagues on Twitter, Facebook, LinkedIn etc. Wherever you are and however you’re feeling, there will be others out there who know exactly what you are going through. Seek support for yourself and also give it to others who need it. More than ever, we need to not only connect but to keep in touch with each other. We don’t have to talk ‘work’ all the time – but talking, communicating and sharing is key to our wellbeing and maintaining some semblance of ‘normal’.

E-mail 

If social media makes you uncomfortable and you don’t like the idea of sharing so openly, communicate via e-mail. It’s a great way not only to connect but also to keep in touch with people as well as being more personal. Look at e-mail as the modern method of ‘writing a letter’ instead of the formal, quick-fire or salesy communications we’re used to. 

Pick up the phone/video call 

This might seem obvious but many of us are used to firing off a text or Whatsapp message or waiting until we see someone in person to catch up. If this is isn’t an option right now, then we need to make a conscious effort to get in touch and connect with each other. Whilst you might not ring everyone in your network, there are likely a few people that you know you can call or FaceTime with if you’re struggling to solve a problem, looking for inspiration or a safe space to vent!

Start a blog

Writing is a great way to organise your thoughts as well as share your experiences. Not only will it be of benefit to you but it can be of benefit to others. Generating discussion, encouraging reflection and enabling connections are just some of the ways that blogging can help people. If you don’t feel confident enough to write something yourself, then read what others are writing and jump in the conversation!

Make a plan

Whatever is going on around you right now, though it feels permanent, it’s not. Sure, things will shift and on the other side of this, things might look a whole lot different than they did before. But there will be a point where we will go back into our offices, put our heads down, roll up our sleeves and fight the good fight as hard, if not harder, than we ever have before. Think about how you can best prepare yourself for that – not just practically or professionally but mentally and personally. By making a plan, we create focus and goals that keep us moving forward.

Online CPD

If you’re going stir-crazy, you’ve done all your ‘house jobs’ and thought of binge watching another Netflix series is about to tip you over the edge, then think about using this time to do some CPD. There are lots of online providers and networks running courses, seminars, webinars and workshops on lots of different topics at relatively low cost (some even for free). By using this time to develop your skills and knowledge, you will also gain a sense of purpose and achievement as well as connect with others in similar situations to you. And when things do start moving, you’ll be ahead of the game and ready for anything!

Read

This is one of my favourite things to do when I feel stressed or anxious. Whether it’s a classic you love to re-read, a bestseller you can’t wait to get stuck into or a non-fiction title designed to stimulate the brain, curl up with a hot drink and lose yourself in another world or perspective on the world. Here are my personal non-fiction recommendations:

  • Daring to Lead – Brene Brown
  • Everything is Figureoutable – Marie Forleo
  • Atomic Habits – James Clear
  • Consiglieri – Richard Hytner
  • The Alter Ego Effect – Todd Herman

Things are changing so fast, there is a lot that we still don’t understand and to say we are in unchartered territory is an understatement. 

However, one thing I do know is that we can find strength from others. We have a network around us and resources that we can access to help us connect, share and learn – and right now, we need that more than ever. So reach out, pick up the phone, send an e-mail, read a book, make a plan and learn something new. Be strong, be safe and stay connected.

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SBL Surgery 6: How To Delegate and Stay Sane

Delegate

I keep falling into the trap of ‘if I want something done right, I have to do it myself’, meaning I’m drowning under my workload because I struggle to delegate. My team is great, but it’s hard for me to let go of control. Help!

This one really hit home for me as I have struggled with this too! I used to tell myself, ‘It’s just easier if I do it’. Only when I found myself at breaking point in terms of workload did I really sit down and dig into this.

Was I finding it hard to let go because it was:

  • something I enjoyed doing?
  • a task where the stakes were so high that didn’t feel I could pass it on?
  • a task I wasn’t clear enough about in terms of what needed to be done and what the end result should look like?
  • something that I just couldn’t bring myself to trust other people with?

When I looked at the tasks that I didn’t delegate, but should have, all of these reasons cropped up.

Let’s unpack them.

If it’s a task that you enjoy doing, ask yourself if this is something you actually ‘should’ be doing. Is it the best use of your time? If someone else can do this task as well as you, then you should pass it on so you can focus on the more difficult and urgent tasks on your list. Also, consider whether you are holding onto this task because you’d rather be doing this than doing something else; you can tell yourself you’re ‘busy’ doing this but, really, it may be that you are avoiding tackling something more complex or daunting. It’s harsh but it’s true – and I’ve been there!

If it’s a high stakes task, it’s quite possible that it is something you shouldn’t delegate – but this doesn’t mean to say that you can’t be assisted with this type of task. Instead, look at splitting it up into smaller parts. Ask someone to do research, collate data, create tables or format a document. This way, you retain the accountability but won’t get buried in detail.

If you’re not clear on the end result it’s probably a task that involves some form of creativity or investigative work. As with high stakes tasks, break up the work into smaller chunks and look at how you could delegate elements of it to free up some of your time. You don’t have to do everything from start to finish!

If it’s a task that you can’t bring yourself to trust someone else with, it’s possibly because you don’t feel that they have the skills or the knowledge needed to do it to the standard that is required. That’s okay. It might well be true – but how will your team learn if they are not stretched? Is there someone on your team who has the capacity and interest to take on additional tasks and is looking to develop? Does this task facilitate some teachable moments and CPD opportunities?

You might be reading this and thinking ‘This is all great but I just don’t have the time to delegate!’ To this, I say, if you invest time in learning to delegate now, you will free up so much time for yourself in the future! I know, I know – we SBLs are true control freaks at heart, but there are systems and ‘fail safes’ you can put in place to help with that.

  • Prioritisation – whether it’s a whole task you’re delegating, or part of a bigger task, your staff will need to be clear on precisely what needs to be done and when it needs to be done by. For more complex tasks, you might also have to specify a how and a why so they can do the task to the standard you require, and understand the context they are working in, as well as the overall importance of what they’re expected to do.
  • Monitoring progress – ensure that you check in with your staff regularly so that you can answer any questions they have, provide feedback if things are going a bit awry and generally make them feel supported. This is especially important for new tasks where there is a steep learning curve. They won’t know what they don’t know, so keeping the communication lines open means that they won’t get stuck and you won’t be in for any surprises if there has been a misunderstanding somewhere along the line.
  • Set sensible deadlines – don’t set a deadline that’s an hour before a critical meeting, or the day before an auditor is due to come in. Give yourself space to review the work that’s been done and to pick up on any issues. This will allow you enough time to either ask for any changes to be made or to make them yourself.
  • Don’t give in to the temptation of micromanagement – delegation involves handing over some level of autonomy, especially if you’ve not specified how the task should be completed or it’s a task that you’ve handed over as a full project, from start to finish. These are the teachable moments so how you monitor progress, and how you provide feedback, is as much about supporting and developing your team as it is about getting the job done.
  • Ask for feedback – as well as checking in throughout the process, make sure you ask your staff how they feel after the task has been completed. Ask them if you were clear, whether they had what they needed and whether they felt able to approach you with any questions.

There is no doubt that delegation requires a different way of working but, by being smart about it, you can still retain enough control to keep you sane, free up lots of time and demonstrate confidence and trust in your team.

If you’re still freaking out, take baby steps at first – choose sensible, straightforward tasks to delegate and set simple goals and deadlines that won’t trigger an apocalypse if something does go wrong. You CAN do this, and it will be SO worth it. Trust me!

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P.S. Have you joined The Business of School Leadership Facebook Group yet? For practical support, advice, tips, tools & guidance about all things school leadership, join us in the community by clicking here.

Written for: Education Executive Magazine (@edexec)