The Loneliness of the Newly Appointed Head

‘Success is not final, failure is not fatal: it is the courage to continue that counts.’  Winston Churchill.

The harsh reality of becoming a Head for the first time is the sense of isolation that can quickly develop. This is particularly true when appointed to a school you have not been associated with in the past. Further, if you follow on from a successful Head, the task of initiating change can be daunting and obstacles to change can be thrown at you from every direction – from your leadership team, from the Finance Office, from the parent body and, of course, from the students themselves. So, when introducing your own ideas, which surely all Heads need to do, be prepared for a difficult journey.

In my experience, that journey can be much more easily managed by seeking out a ‘critical friend’ from within the sector. Newly appointed Heads often ask me if they can unload their concerns on me. This is a worthy attempt at trying to get some impartial advice on navigating what may seem an unnavigable torrent. Knowing that you can pick up the phone and run a difficulty or tricky situation past an experienced Head can give you the comfort that you are on the right track; or not.

Some Heads could turn to their Governors but that risks the perception that you are out of your depth or that you are indecisive – not a good look. You may have a sense that your Deputy is ‘on side’ but you can never be certain that is truly the case when the relationship is new. Relationships between your leadership team can take years to build. Trust takes time to develop. The introduction of a new policy can take years to bear fruit.

The fact is that, on appointment, particularly a first appointment, only the very bravest will not suffer from impostor syndrome. In the early days of my Headship, there were sleepless nights, moments of real anxiety and a feeling that I was on my own. I did not have an experienced critical friend on whom to turn for help. I think all new Heads need to be honest with themselves and in so being seek out help from beyond the school boundary.

Sharing burdens but also sharing best practice is not a sign of weakness, it is a signal that none of us has all the answers.

In the final analysis, seeking out a mentor or a support network is key to your own health and wellbeing in what, at first, can be a daunting and thankless task. Having said that, do not be put off by the early difficulties of your first headship. Once trust is established and your school bears the culture and ethos you have worked hard to develop, the position of Head can become one of unbridled joy and satisfaction and one that can have a positive impact on thousands of people under your tenureship.