Way back in January last year I told you I wish I’d been more curious about my staff, and that I’d have asked them a heap of questions near the start of the year. I still stand by that.
But I’ve been thinking about the other end of the year, because I reckon Term 4 is when those questions really earn their keep.
By now your people might be tired in a way that shows. The filters are thin, the diplomacy is worn down and the honest version of how this year really has gone for them is visible on the surface. Most leaders see that and retreat into reports, timetables and graduation ceremonies, because it feels a tad safer to stay operational than to open the door on what people might say. I know that feeling, because it’s probably exactly how I’d have handled it.
But this is also the term when people make decisions about next year. Your best teacher is working out whether she has another twelve months in her. Your quiet achiever is wondering whether anybody has noticed how much he carries. They’re likely making those calls right now, mostly alone, and mostly without a single conversation that includes you.
If you wait until January to find out what’s wrong, you’ll be working out why they left instead of learning why they could stay.
My suggestion is that you pick people you can’t afford to lose, take them for a coffee away from your office and ask some of these questions:
-
- What nearly made you walk out this year, and what kept you here?
- When did you last feel properly valued in this school?
- What have you stopped telling me because nothing ever changes?
- What are you proud of this year that I probably haven’t noticed?
- Who on staff is carrying more than they should be?
- What would make 2027 a year you’re glad you stayed for?
Then comes the really hard part. You listen – and you don’t defend, explain or fix anything that’s raised. Some of what you hear will sting and some of it might even be about you. That’s the price you pay for this level of intelligence, and it’s cheap compared with the cost of replacing a great colleague.
Before the year ends, act visibly on at least one thing you heard. People stay where they can see their words made a difference.
Keep fighting that good fight,
PS: The more time I spend working alongside schools, the more convinced I am that strong school culture, capable leadership and meaningful school improvement can’t be tackled in isolation.
They’re deeply connected, and that thinking is shaping some exciting changes to Real Schools in 2027. We’re expanding how we support schools, bringing new expertise, practical tools and opportunities to make meaningful, lasting change.
If you’ve ever considered partnering with us at Real Schools, I’d love to share more about what’s coming and what it could mean for your school.
Join me for a special ‘Ask Adam’ session on 17 November to hear more.
Want to subscribe to Adam’s Home Truths? Simply subscribe here.