Please take a look at this piece by Mike Stuchbery in the TES. It is so valuable to have open and honest accounts of the emotional damage that our profession can cause. Thank you.
Thursday, 21 April 2016
A House Divided: Conflict between staff
Possibly the most challenging incidents I have had to deal with in leadership are those when conflict erupts between staff. Conflict arises for all sorts of reasons, teaching allocations, access to resources, taking time off someone, ways in which pupils are treated and even simple animosity. Whatever the cause of the conflict it is always something that must be taken seriously, it cannot be ignored.
Conflict can have a range of consequences but additional pressure and stress are almost always inevitable. What makes conflict particularly problematic is that the stress fallout envelops far more people than simply the protagonists. It is inevitable that those trying to manage the situations (school leaders, union reps) and those close to the central actors in the piece will be effected. Conflict is a large pebble thrown into the pond, it ripples outwards and the whole pond tends to experience it in some way, shape or form. I have seen staffrooms, departments and year teams polarised and divided by conflict.
Remember that to those on either side of the conflict their perception of the situation is real (this links to an article on my leadership blog about the reality of alternative perceptions).
Conflict resolution is a skill in itself. Negotiating with conflicting parties to reach a mutually acceptable solution (for both parties and the school) is a challenge and shouldn't be taken on lightly as getting it wrong can have dire consequences. It is for this reason that conflict causes such stress for mediators. In truth, throughout my career, I have lost more sleep (real sleepless nights, not just metaphor) over this than anything else I have dealt with.
Unfortunately it is rare that anyone is truly satisfied with compromise even though it is the best that can often be hoped for. The aggrieved parties will feel that their case has been watered down and someone else has not faced the wrath they deserve. A feeling of injustice is almost always inevitable in these cases.
Some tips for those handling conflict
When handling conflict it is important to do your homework beforehand. Establish facts and opinions, liaise with union reps, work out end goals . If you are a union rep, recognise that the outcome will probably need to be a compromise. Most importantly give your colleagues the opportunity to "save face". Personal and professional pride are at the heart of conflict and an affront to these can strike a mortal blow. You must ensure that all of those involved can walk the corridors with heads held high.
Don't forget yourself in all of this. Take time to think over the case before the meetings. Visualise the meetings you will have and play a game of chess in your head. Work out the openings, the middle game and the acceptable endings. Do not go into a meeting which you haven't planned out in this way. There is always the chance that things will take an unexpected turn but mentally you will be ready if you have played out a range of scenarios. Remember that you must resolve the issue in the best interests of the school as well as the individuals but always be conscious of the emotional impact on the protagonists. Be reassuring, be conciliatory, be a peacemaker, be a counsellor.
Some tips for those at the centre of the conflict
This can be the most stressful part of a teacher's career, that period of time when you are at loggerheads with a colleague. Seek guidance but do so wisely. Close friends are not always the best listeners, they may tell you what you want to hear but not necessarily what you need to hear. I have always made sure that I knew who I could trust and turn to at times of conflict in any school I've worked in. Even as a head I have made sure I had one person whose discretion was assured, who would listen, console and counsel but not judge. Often this will be a union rep. The best union reps have these attributes (and if they don't they shouldn't be reps!).
If you can abstract yourself from the situation. Attempt to see multiple perspectives even if you don't agree with them, and more importantly attempt to empathise with your colleague. After all emotional well-being is not about content, its about feelings.
Beyond school seek counsel and friendship, relax and take your mind off conflict. Put yourself first!
In conclusion I can say that there is no guaranteed approach to effective conflict management. Everyone is unique, every situation is different. But remember that tomorrow is a new day and that someone is out there ready to look out for you.
Conflict can have a range of consequences but additional pressure and stress are almost always inevitable. What makes conflict particularly problematic is that the stress fallout envelops far more people than simply the protagonists. It is inevitable that those trying to manage the situations (school leaders, union reps) and those close to the central actors in the piece will be effected. Conflict is a large pebble thrown into the pond, it ripples outwards and the whole pond tends to experience it in some way, shape or form. I have seen staffrooms, departments and year teams polarised and divided by conflict.
Remember that to those on either side of the conflict their perception of the situation is real (this links to an article on my leadership blog about the reality of alternative perceptions).
Conflict resolution is a skill in itself. Negotiating with conflicting parties to reach a mutually acceptable solution (for both parties and the school) is a challenge and shouldn't be taken on lightly as getting it wrong can have dire consequences. It is for this reason that conflict causes such stress for mediators. In truth, throughout my career, I have lost more sleep (real sleepless nights, not just metaphor) over this than anything else I have dealt with.
Unfortunately it is rare that anyone is truly satisfied with compromise even though it is the best that can often be hoped for. The aggrieved parties will feel that their case has been watered down and someone else has not faced the wrath they deserve. A feeling of injustice is almost always inevitable in these cases.
Some tips for those handling conflict
When handling conflict it is important to do your homework beforehand. Establish facts and opinions, liaise with union reps, work out end goals . If you are a union rep, recognise that the outcome will probably need to be a compromise. Most importantly give your colleagues the opportunity to "save face". Personal and professional pride are at the heart of conflict and an affront to these can strike a mortal blow. You must ensure that all of those involved can walk the corridors with heads held high.
Don't forget yourself in all of this. Take time to think over the case before the meetings. Visualise the meetings you will have and play a game of chess in your head. Work out the openings, the middle game and the acceptable endings. Do not go into a meeting which you haven't planned out in this way. There is always the chance that things will take an unexpected turn but mentally you will be ready if you have played out a range of scenarios. Remember that you must resolve the issue in the best interests of the school as well as the individuals but always be conscious of the emotional impact on the protagonists. Be reassuring, be conciliatory, be a peacemaker, be a counsellor.
Some tips for those at the centre of the conflict
This can be the most stressful part of a teacher's career, that period of time when you are at loggerheads with a colleague. Seek guidance but do so wisely. Close friends are not always the best listeners, they may tell you what you want to hear but not necessarily what you need to hear. I have always made sure that I knew who I could trust and turn to at times of conflict in any school I've worked in. Even as a head I have made sure I had one person whose discretion was assured, who would listen, console and counsel but not judge. Often this will be a union rep. The best union reps have these attributes (and if they don't they shouldn't be reps!).
If you can abstract yourself from the situation. Attempt to see multiple perspectives even if you don't agree with them, and more importantly attempt to empathise with your colleague. After all emotional well-being is not about content, its about feelings.
Beyond school seek counsel and friendship, relax and take your mind off conflict. Put yourself first!
In conclusion I can say that there is no guaranteed approach to effective conflict management. Everyone is unique, every situation is different. But remember that tomorrow is a new day and that someone is out there ready to look out for you.
Saturday, 16 April 2016
Save some time to dream - or what John Mellencamp would say about the pressure of workload
Read this:
Teachers are more likely to work unpaid overtime than staff in any other industry, with some working almost 13 extra hours per week, according to research.
A study of official figures from the Trades Union Congress (TUC) found that 61.4 per cent of primary school teachers worked unpaid overtime in 2014, equating to 12.9 additional hours a week.
Among secondary teachers, 57.5 per cent worked unpaid overtime, with an average of 12.5 extra hours.
Across all education staff, including teachers, teaching assistants, playground staff, cleaners and caretakers, 37.6 per cent worked unpaid overtime – a figure higher than that for any other sector.
I'm sure we can all make a list of the things that make up our days and how overfill our time but on a daily basis lesson prep and marking are by far the most time consuming activities. Add to this reporting, writing schemes of work, undertaking CPD and so on and the time load becomes overwhelming.
In his book "The 7 Habits of Highly Effective People", the author Stephen Covey includes "sharpening the sword". This is about self-care and personal development. When do teachers find the time? Mental health suffers because we have no time to slow down, relax, reflect, put things into perspective, to do the things we want to do. How many of you dwell over issues from school, sleepless nights are a reality for so many in this occupation and this creates further problems.
Teachers are more likely to work unpaid overtime than staff in any other industry, with some working almost 13 extra hours per week, according to research.
A study of official figures from the Trades Union Congress (TUC) found that 61.4 per cent of primary school teachers worked unpaid overtime in 2014, equating to 12.9 additional hours a week.
Among secondary teachers, 57.5 per cent worked unpaid overtime, with an average of 12.5 extra hours.
Across all education staff, including teachers, teaching assistants, playground staff, cleaners and caretakers, 37.6 per cent worked unpaid overtime – a figure higher than that for any other sector.
from "Teachers work more overtime than any other professionals, analysis finds" 27th February 2015 TES Online kaye wiggins
I once worked out that if I took all the hours I worked in a year and then divided them out on the basis of working a 37.5 hour week, I would need about 60 weeks in a year and to take no holiday.
Schools do not receive sufficient funding to reduce class sizes and increase PPA time by recruiting more teachers. There will currently be headteachers up and down the country laying-off teachers and increasing class size rather than the recruiting and decreasing.
I firmly believe that well-marked work is central to improving outcomes for pupils. I have taught so many Year 11 classes with more than 30 pupils that I would struggle to mark their work to the standard I know I should. We forget that teachers do believe in what they do, they don't want to let their pupils down and they do want to do their best for them. But how can they when they are working 60 hour weeks.
I have also noticed that workload creates significant resentment and division within schools. Be honest with yourself (don't have a go at me), how many Y6 teachers have resented their Y3 colleagues over workload, or how many secondary teachers have looked at PE and Art teachers with envy. The problem is that all teachers work hard. Put it this way, two people stranded in the middle of the Sahara are going to die, the one with a little water will be envied by the other and may last a little longer, but both are ultimately going to face the same fate.
I'm sure we can all make a list of the things that make up our days and how overfill our time but on a daily basis lesson prep and marking are by far the most time consuming activities. Add to this reporting, writing schemes of work, undertaking CPD and so on and the time load becomes overwhelming.
In his book "The 7 Habits of Highly Effective People", the author Stephen Covey includes "sharpening the sword". This is about self-care and personal development. When do teachers find the time? Mental health suffers because we have no time to slow down, relax, reflect, put things into perspective, to do the things we want to do. How many of you dwell over issues from school, sleepless nights are a reality for so many in this occupation and this creates further problems.
We often feel that we are competing against our colleagues and that coming up short when judged against those who are also working ludicrously long hours will make us look lazy and unprofessional.
I do believe that school leaders recognise this and they would reduce workload if they could. Schools have insufficient income to reduce class sizes and increase PPA time. The best that can be done is that school leaders need to be sensible about planning expectations and adopt a marking policy that benefits children whilst being realistic. The planning expectations of some schools are ludicrous and are a sure-fire way to increase work-related stress and breed resentment. The best school leaders understand that all teachers are different and respond individually to pressure. The worst unfortunately believe that because they didn't break on their way up through the profession that others should also have this resilience.
You must look after yourself. Your pupils need you. You are the difference between success and failure. You make a difference.
Please check out this from John Mellencamp Save Some Time. Listen to the words and reflect.
I do believe that school leaders recognise this and they would reduce workload if they could. Schools have insufficient income to reduce class sizes and increase PPA time. The best that can be done is that school leaders need to be sensible about planning expectations and adopt a marking policy that benefits children whilst being realistic. The planning expectations of some schools are ludicrous and are a sure-fire way to increase work-related stress and breed resentment. The best school leaders understand that all teachers are different and respond individually to pressure. The worst unfortunately believe that because they didn't break on their way up through the profession that others should also have this resilience.
You must look after yourself. Your pupils need you. You are the difference between success and failure. You make a difference.
Please check out this from John Mellencamp Save Some Time. Listen to the words and reflect.
Friday, 15 April 2016
Data-related stress: how numbers can ruin lives
Data is everywhere in education, it seeps through every classroom, every piece of paperwork, every judgement, it is omnipresent and at times feels omnipotent. I have seen data push teachers too far and it can have a profound effect on their mental health.
An aside, but I think it is relevant. I recently watched a news report about the achievement of children receiving free school meals; a LEA and by association a group of schools had been lambasted over poor GCSE results. The article presented 5+ A*-C data for this group of disadvantaged pupils but this didn't tell the whole story I'm sure. I sat there and wondered how many of those pupils had had positive experiences in schools that had steer them in the right direction in life, how many would stay out of trouble and aspire to more? At times data just doesn't tell the full story. How devalued must those teachers now feel? Are they all bad teachers (and I'm not suggesting that any of them are)?
Now I need to come clean, I am a data fan and have been in charge of assessment, targets, reporting and tracking in several schools. I have used it imaginatively when required to ensure that inspectors have seen we were a good school but I have also had to use it in holding teachers to account. However I have also listened to the concerns of teachers about data, how it is used and why so many fear it.
So why does data create such problems for so many teachers and leave them in a vulnerable state. There are multiple reasons, many of which overlap. I've tried to break these down but please bear in mind that these are connected and shouldn't be seen in isolation. Here are some of my ideas:
1. Personal understanding. Let's not beat about the bush but data can be mathematically complex and for many teachers the last time they went near maths was when the were 16 years old. Confronting a teacher with reams of numerical information and analysis can be daunting and may leave them feeling threatened.
2. Singled out. We see this in our classes. How many children want to be see to not understand? How many children are brave enough to say "I don't get it" for fear of exposure. No teacher wants to look inadequate, the less experienced teacher doesn't want their lack of experience to show, and the experienced teacher doesn't want to look like they don't get it! Self-esteem is so important and school leaders must not dismiss this as a extravagance and vanity.
3. Being found out. School data wizards will get what they want out of data and some are very good at drilling down into data to an extent where they can say that "Mr So-and-so had a poor year with EAL boys in Year 8". Data exposes us to scrutiny at highly refined levels and leaves us naked in the rain.
4. Lack of faith in data. I have worked in some challenging schools where the progress data suggested we were a poor school. I have never worked in a poor school irrespective of the data. We know there is often so much more to the quality of education than numbers so how can you have faith in the numbers when you know they don't tell the whole tale.
5. Being judged. With the erosion of automatic pay progression, the tightening of budgets and the march of academisation, there are few teachers who would say they feel safer in the profession than they did 10 years ago. Data provides the measures used in appraisal mechanisms and also in the criteria used for making someone redundant.
6. Lack of control. Someone else tends to do data and you have little or no say in the process. Data is done to you and not with you. It is a process over which you have little or no control. It is well acknowledged that lack of control can result in increased anxiety.
7. Beliefs. Many teachers reject the assertion that data is the main way to measure the success of schools. Ask a teacher of many children with additional needs about how they judge success and it will not be on the number of GCSEs! If you are being judged by a system which is at odds with your own beliefs it is likely that you will discount it or resent it.
Nevertheless data is a reality of modern schooling and is not going away. School leaders must recognise the pressure that data paces on teachers and adapt practices to manage this. Support, empathy and CPD are at the heart of dealing with staff concerns over data. You must start from the point where you recognise that teachers' concerns are real and that data does create anxiety. Provide high quality CPD that is differentiated to meet the needs of staff. Identify confident and competent data user and have them work closely with colleagues; this way it doesn't look like SLT are always lecturing the staff. Show understanding and be prepared to coach and mentor colleagues who need extra help.
I saw the impact of my work with data on my colleagues. At times there were moments when bacon was saved due to cunning manipulation of numbers whilst at other times I saw stress and panic erupt across the school. So to any school leader reading this I would ask please remember that sticks and stones can break bones but data can cause breakdowns.
An aside, but I think it is relevant. I recently watched a news report about the achievement of children receiving free school meals; a LEA and by association a group of schools had been lambasted over poor GCSE results. The article presented 5+ A*-C data for this group of disadvantaged pupils but this didn't tell the whole story I'm sure. I sat there and wondered how many of those pupils had had positive experiences in schools that had steer them in the right direction in life, how many would stay out of trouble and aspire to more? At times data just doesn't tell the full story. How devalued must those teachers now feel? Are they all bad teachers (and I'm not suggesting that any of them are)?
Now I need to come clean, I am a data fan and have been in charge of assessment, targets, reporting and tracking in several schools. I have used it imaginatively when required to ensure that inspectors have seen we were a good school but I have also had to use it in holding teachers to account. However I have also listened to the concerns of teachers about data, how it is used and why so many fear it.
So why does data create such problems for so many teachers and leave them in a vulnerable state. There are multiple reasons, many of which overlap. I've tried to break these down but please bear in mind that these are connected and shouldn't be seen in isolation. Here are some of my ideas:
1. Personal understanding. Let's not beat about the bush but data can be mathematically complex and for many teachers the last time they went near maths was when the were 16 years old. Confronting a teacher with reams of numerical information and analysis can be daunting and may leave them feeling threatened.
2. Singled out. We see this in our classes. How many children want to be see to not understand? How many children are brave enough to say "I don't get it" for fear of exposure. No teacher wants to look inadequate, the less experienced teacher doesn't want their lack of experience to show, and the experienced teacher doesn't want to look like they don't get it! Self-esteem is so important and school leaders must not dismiss this as a extravagance and vanity.
3. Being found out. School data wizards will get what they want out of data and some are very good at drilling down into data to an extent where they can say that "Mr So-and-so had a poor year with EAL boys in Year 8". Data exposes us to scrutiny at highly refined levels and leaves us naked in the rain.
4. Lack of faith in data. I have worked in some challenging schools where the progress data suggested we were a poor school. I have never worked in a poor school irrespective of the data. We know there is often so much more to the quality of education than numbers so how can you have faith in the numbers when you know they don't tell the whole tale.
5. Being judged. With the erosion of automatic pay progression, the tightening of budgets and the march of academisation, there are few teachers who would say they feel safer in the profession than they did 10 years ago. Data provides the measures used in appraisal mechanisms and also in the criteria used for making someone redundant.
6. Lack of control. Someone else tends to do data and you have little or no say in the process. Data is done to you and not with you. It is a process over which you have little or no control. It is well acknowledged that lack of control can result in increased anxiety.
7. Beliefs. Many teachers reject the assertion that data is the main way to measure the success of schools. Ask a teacher of many children with additional needs about how they judge success and it will not be on the number of GCSEs! If you are being judged by a system which is at odds with your own beliefs it is likely that you will discount it or resent it.
Nevertheless data is a reality of modern schooling and is not going away. School leaders must recognise the pressure that data paces on teachers and adapt practices to manage this. Support, empathy and CPD are at the heart of dealing with staff concerns over data. You must start from the point where you recognise that teachers' concerns are real and that data does create anxiety. Provide high quality CPD that is differentiated to meet the needs of staff. Identify confident and competent data user and have them work closely with colleagues; this way it doesn't look like SLT are always lecturing the staff. Show understanding and be prepared to coach and mentor colleagues who need extra help.
I saw the impact of my work with data on my colleagues. At times there were moments when bacon was saved due to cunning manipulation of numbers whilst at other times I saw stress and panic erupt across the school. So to any school leader reading this I would ask please remember that sticks and stones can break bones but data can cause breakdowns.
Thursday, 14 April 2016
So who's looking out for the heads?
You will find that most of what I write is about the well-being of teachers but occasionally I will focus on senior leaders and especially headteachers as too often they are a group of teachers who are ignored due to their positions. A recent survey suggested that only 5% of teachers aspire to headship and I suspect that this is because most teachers recognise the workload of heads but do they also recognise the level of pressure and risk of stress. Just bear in mind that no-one is immune to the stresses of leadership. I would urge you all to click here to read the tragic report of the suicide of one of our colleagues.
You may be unsympathetic to the principal characters in this piece. They've made your life miserable and so good luck to them.You may think that they get paid enough and they chose the job so let them get on with it, but schools need heads and they need good heads. Have you experienced working for a poor head? How does that effect your experience in school? How does the presence of a poor head put you under increased pressure? Schools cannot function as Utopian collectives, schools must have leaders to weigh up the range of push-pull factors and plot the course which they believe to be right for the school and all those who sail within her!
Doing your best for your staff is demanding, physically and emotionally. Must of us want to please others, our friends and families, our colleagues, our pupils and so on, and heads are no different. Heads are human (yes, they really are), they want to do the right thing, they want to be liked and they want to be valued, but you can't please all the people all of the time. And so I've adopted the following mantra (which I openly share), I would like to maximise happiness of staff but in reality I have succeeded if I minimise discontent.
Headship is a lonely job with few opportunities for emotional sharing. Inevitability if you unload at work you are unloading on someone who is not your equal in the staffing structure, which can be very unwise.
I could list all the tasks I do which place pressure on me and will be experienced by fellow heads but I would be typing all day and you would be reading all night so I'll just pick a couple of examples. Experienced by me or heads I know.
Heads are responsible for budgets, and this isn't simply about textbooks and photocopying. You will all appreciate that they greatest draw on a budget is staffing and there are times when heads cannot set a budget whilst maintaining the number of teachers. Heads end up releasing staff, making them redundant. Before you stamp your feet in rage at me I know it is worse for the teacher being laid off but the emotional drain of making these decisions and telling the teachers is immense.
Heads spend a lot of time covering for colleagues. How many times have you done something wrong and thought that this will come back to bite me and nothing has happened? There's a good chance your head fell on a sword for you, soaked up the challenges of parents, inspectors or whoever and took the hit. You may have an inkling when they say "next time could you try to..." but you didn't see the furious parent or demonic inspector making the life of the head extremely difficult. I have fallen on swords protecting teachers from parental complaints, from authority officers, from inspectors and I am sure I am in the majority of heads who do that. It comes at a price.
Finally I'll mention the constant influx of new demands. There are few weeks that go by without something else coming into schools that need dealing with. A majority of these demands go no further than the senior leadership team. From time to time changes happen that impact everyone, but these are mainly curriculum and assessment demands. The quantity of other stuff is staggering. From safeguarding to food standards the list of demands seems endless.
With the exception of some independent schools where the proprietor is also the head every headteacher has an employer. They have a duty of care to ensure that their employees, including the head, work in an environment in which they are safe. I wonder how many boards of governors, LEAs, academy chains and so on take the time out to sit down with heads and ask "how are you? no really, how are you?".
I would also suggest you all read the article by Viv Grant which appeared in the Guardian in February 2015.
You may be unsympathetic to the principal characters in this piece. They've made your life miserable and so good luck to them.You may think that they get paid enough and they chose the job so let them get on with it, but schools need heads and they need good heads. Have you experienced working for a poor head? How does that effect your experience in school? How does the presence of a poor head put you under increased pressure? Schools cannot function as Utopian collectives, schools must have leaders to weigh up the range of push-pull factors and plot the course which they believe to be right for the school and all those who sail within her!
Doing your best for your staff is demanding, physically and emotionally. Must of us want to please others, our friends and families, our colleagues, our pupils and so on, and heads are no different. Heads are human (yes, they really are), they want to do the right thing, they want to be liked and they want to be valued, but you can't please all the people all of the time. And so I've adopted the following mantra (which I openly share), I would like to maximise happiness of staff but in reality I have succeeded if I minimise discontent.
Headship is a lonely job with few opportunities for emotional sharing. Inevitability if you unload at work you are unloading on someone who is not your equal in the staffing structure, which can be very unwise.
I could list all the tasks I do which place pressure on me and will be experienced by fellow heads but I would be typing all day and you would be reading all night so I'll just pick a couple of examples. Experienced by me or heads I know.
Heads are responsible for budgets, and this isn't simply about textbooks and photocopying. You will all appreciate that they greatest draw on a budget is staffing and there are times when heads cannot set a budget whilst maintaining the number of teachers. Heads end up releasing staff, making them redundant. Before you stamp your feet in rage at me I know it is worse for the teacher being laid off but the emotional drain of making these decisions and telling the teachers is immense.
Heads spend a lot of time covering for colleagues. How many times have you done something wrong and thought that this will come back to bite me and nothing has happened? There's a good chance your head fell on a sword for you, soaked up the challenges of parents, inspectors or whoever and took the hit. You may have an inkling when they say "next time could you try to..." but you didn't see the furious parent or demonic inspector making the life of the head extremely difficult. I have fallen on swords protecting teachers from parental complaints, from authority officers, from inspectors and I am sure I am in the majority of heads who do that. It comes at a price.
Finally I'll mention the constant influx of new demands. There are few weeks that go by without something else coming into schools that need dealing with. A majority of these demands go no further than the senior leadership team. From time to time changes happen that impact everyone, but these are mainly curriculum and assessment demands. The quantity of other stuff is staggering. From safeguarding to food standards the list of demands seems endless.
With the exception of some independent schools where the proprietor is also the head every headteacher has an employer. They have a duty of care to ensure that their employees, including the head, work in an environment in which they are safe. I wonder how many boards of governors, LEAs, academy chains and so on take the time out to sit down with heads and ask "how are you? no really, how are you?".
I would also suggest you all read the article by Viv Grant which appeared in the Guardian in February 2015.
Tuesday, 12 April 2016
Exam season is here! Don't forget the teachers
And now we're entering the business end of the year. Next month we hit National Curriculum testing as well as GCSEs and A-levels, and we all know who is being judged!
Don't forget it's our fault if our children don't achieve, not the parents who have them for 85% of their lives and certainly not the children who are always beyond reproach. But have we really reached a point when parents and children are absolved of all responsibility? Now as a headteacher myself I believe it is the job of my staff to enable the children to succeed, and I know that I will be held to account by those who employ me. I have an obligation to do the best for my pupils and their parents, but I also have an obligation to do the best for my staff. Can we really square this circle?
We talk a great deal of the stress placed on children at exam time but when was the last time we heard about the pressure placed on the shoulders of teachers. A poor set of results can now see you not getting a pay rise but getting a poor reference, it can be the precipitating factor in the arrival of OFSTED and forced academisation, sliding down league tables and losing pupils. It can be the humiliation in school when your geography class got 45% A*-C when the history teacher got 65%. I remember at the end of my first year of being a head of science being distraught when the science results came in and they looked awful. I had spent the year working 12 hour days, my team had, but still our results were poor. I got a roasting from the head and that had an extremely negative impact on me and my well-being. All of these can have significant and lasting effects on teachers and school leaders. In defence of heads, I can promise you the impact of poor results on them is devastating and can be career ending.
At this time it is the job of every line manager, of every school leader to be looking out for the signs of excessive pressure on colleagues. Self-care is vital. Talk to each other, relax, exercise, don't drink too much, listen to music, read books, take up an instrument, meditate, walk, run, do whatever you need to help calm your mind. It has taken me 20 years to learn this and I'm still only just getting there.
I would recommend Frazzled by Ruby Wax (I'm not on commission either). Her take on mindfulness is not only helpful but also deeply rewarding. You will be around long after the children you teach have forgotten you and so look after yourself.
To finish this I have a wish, that just once a newspaper will run an article on how stressful SATs are for teachers.
Don't forget it's our fault if our children don't achieve, not the parents who have them for 85% of their lives and certainly not the children who are always beyond reproach. But have we really reached a point when parents and children are absolved of all responsibility? Now as a headteacher myself I believe it is the job of my staff to enable the children to succeed, and I know that I will be held to account by those who employ me. I have an obligation to do the best for my pupils and their parents, but I also have an obligation to do the best for my staff. Can we really square this circle?
We talk a great deal of the stress placed on children at exam time but when was the last time we heard about the pressure placed on the shoulders of teachers. A poor set of results can now see you not getting a pay rise but getting a poor reference, it can be the precipitating factor in the arrival of OFSTED and forced academisation, sliding down league tables and losing pupils. It can be the humiliation in school when your geography class got 45% A*-C when the history teacher got 65%. I remember at the end of my first year of being a head of science being distraught when the science results came in and they looked awful. I had spent the year working 12 hour days, my team had, but still our results were poor. I got a roasting from the head and that had an extremely negative impact on me and my well-being. All of these can have significant and lasting effects on teachers and school leaders. In defence of heads, I can promise you the impact of poor results on them is devastating and can be career ending.
At this time it is the job of every line manager, of every school leader to be looking out for the signs of excessive pressure on colleagues. Self-care is vital. Talk to each other, relax, exercise, don't drink too much, listen to music, read books, take up an instrument, meditate, walk, run, do whatever you need to help calm your mind. It has taken me 20 years to learn this and I'm still only just getting there.
I would recommend Frazzled by Ruby Wax (I'm not on commission either). Her take on mindfulness is not only helpful but also deeply rewarding. You will be around long after the children you teach have forgotten you and so look after yourself.
To finish this I have a wish, that just once a newspaper will run an article on how stressful SATs are for teachers.
Monday, 11 April 2016
Know the difference: Pressure and stress
We like to talk about stress when in fact we should be talking about pressure. This may seem pedantic but given the possible consequences of real stress we should be careful and accurate about our use of language.
A good place to start is to be found on the Health and Safety Executive website:
HSE's formal definition of work related stress is:
"The adverse reaction people have to excessive pressures or other types of demand placed on them at work."
Stress is not an illness – it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop.
Work related stress at the HSE
We all require pressure in life, hunger creates a pressure that results in us needing to eat and rummaging through the cupboards to find food. Without pressure we wouldn't get out of bed and go to work. Pressure is a motivator and not a dirty word. When we deal with pressure with experience success and with that satisfaction, pleasure, a sense of fulfilment and so on. We can handle multiple pressures without feeling overloaded and after all we do it all the time, both in our working lives and at home. However this can change and this is when we can start to experience stress.
Pressures can become excessive, too may books to mark, OFSTED and a parents' evening. Over a short period of time most can handle increased pressure but it is when these extremes of pressure are sustained that it can start having a psychological and/or physiological effect, it is at this point that stress is being experienced.
Until a tipping point is reached I would suggest (as shown in the graph) that our response and effectiveness increases as the pressures increases, however we reach a point where it all becomes too much. Rather than "maxing-out" we tend to lose effectiveness and find that we can't handle more and more tasks, this is when we are at risk of stress.
Self awareness is extremely important. If you don't do this already you need to try to analyse your own effectiveness as pressure increases. Listen to friends and family and be wary of the onset of stress. Know the signs and symptoms and be prepared to articulate your concerns to your line manager.
Again the HSE website is a valuable resource (from which the following is taken):
Finally following my request for reader input the following was sent to me (thank you):
A good place to start is to be found on the Health and Safety Executive website:
HSE's formal definition of work related stress is:
"The adverse reaction people have to excessive pressures or other types of demand placed on them at work."
Stress is not an illness – it is a state. However, if stress becomes too excessive and prolonged, mental and physical illness may develop.
Work related stress at the HSE
We all require pressure in life, hunger creates a pressure that results in us needing to eat and rummaging through the cupboards to find food. Without pressure we wouldn't get out of bed and go to work. Pressure is a motivator and not a dirty word. When we deal with pressure with experience success and with that satisfaction, pleasure, a sense of fulfilment and so on. We can handle multiple pressures without feeling overloaded and after all we do it all the time, both in our working lives and at home. However this can change and this is when we can start to experience stress.
Pressures can become excessive, too may books to mark, OFSTED and a parents' evening. Over a short period of time most can handle increased pressure but it is when these extremes of pressure are sustained that it can start having a psychological and/or physiological effect, it is at this point that stress is being experienced.
Until a tipping point is reached I would suggest (as shown in the graph) that our response and effectiveness increases as the pressures increases, however we reach a point where it all becomes too much. Rather than "maxing-out" we tend to lose effectiveness and find that we can't handle more and more tasks, this is when we are at risk of stress.
Self awareness is extremely important. If you don't do this already you need to try to analyse your own effectiveness as pressure increases. Listen to friends and family and be wary of the onset of stress. Know the signs and symptoms and be prepared to articulate your concerns to your line manager.
Again the HSE website is a valuable resource (from which the following is taken):
Signs of stress in individuals
If you are suffering from some of the following symptoms it may indicate that you are feeling the effects of stress. If you find that work or aspects of your work bring on or make these symptoms worse, speak to your line manager, trade union representative or your HR department. It may be that some action taken at an early stage will ease the stress and reduce or stop the symptoms.Emotional symptoms
- Negative or depressive feeling
- Disappointment with yourself
- Increased emotional reactions - more tearful or sensitive or aggressive
- Loneliness, withdrawn
- Loss of motivation commitment and confidence
- Mood swings (not behavioural)
Mental
- Confusion, indecision
- Cant concentrate
- Poor memory
Changes from your normal behaviour
- Changes in eating habits
- Increased smoking, drinking or drug taking 'to cope'
- Mood swings effecting your behaviour
- Changes in sleep patterns
- Twitchy, nervous behaviour
- Changes in attendance such as arriving later or taking more time off.
Finally following my request for reader input the following was sent to me (thank you):
I saw you post about stress. I believe it is because it's an
ever changing playing field, curriculum, health and safety, safeguarding,
personnel, finance. It's hard to focus on one thing and do it well at times and
schools are open long hours, my primary is open 7 am to 9pm and at weekends and
just so much going on constantly.
Is it any wonder that colleagues go beyond pressure and into stress?
Subscribe to:
Posts (Atom)