Next steps

Share your approach to leadership with ldr readers. Contact editor Nick Bannister.

Don't be afraid to tackle anything

Tony Hull, headteacher of Costessey Junior School in Norwich and the Teaching Awards Headteacher of the Year in 2010, takes the ldr questionnaire on leadership.

1. Career history?

I’m from Preston and have worked around the country, but I’ve spent the greatest proportion of my career in Norfolk which in work terms I consider to be home.

I had an ‘eye’ on leadership roles early on in my career and I gained a deputy headship in Halifax in 1994 following various subject and school leadership roles. My head saw us both running the school so I had a full leadership role from the outset. Following my first headship in a small school in Suffolk I moved to St Michael’s Middle School in Norwich and took the school into special measures just two weeks later! This began my involvement in schools in categories which I find very stimulating because generally speaking at that point the only way is up.

I joined the neighbouring Costessey Junior in 2002 after removing St Michael’s from special measures. I’ve stayed there ever since and have no wish to move as the developments keep on coming. I’ve also had various school-to-school roles, including my current work as a national leader of education working with West Earlham Junior. The school was in special measures when I joined it in April 2008 and it was lifted out of this category in March 2009.

2. What are the key challenges of your role?

These change over time but currently there are four main, related challenges. Once the school has reached a point of regularly reaching good standards of progress, ensuring this is sustained while trying to better the all round provision for pupils is a delicate balancing act.

Secondly, building a staff team where everyone believes in all the school stands for and embraces that culture is always an ongoing vital task. Related to that is maintaining our ethos of providing rapid career development opportunities and promotion for colleagues. This is a great way to run a school but means there has to be succession planning and training built into that programme.

Finally, given the White Paper we have to consider what our schools will look like in five years' time. For me the key question is do we stand alone or with other schools, and what form will those links take?

3. What does leadership mean to you?

It’s about empowering everyone to do their jobs as well as possible and providing the systems that help schools do the job effectively and harmoniously. For me leadership success is when I see others make the decisions I would make, before I do!

“Be high profile around your school all day and earn respect from others by your actions.”

4. What’s the best piece of leadership advice you’ve received?

Don’t be afraid to delegate, realise that you are dispensable, have a sense of humour and always appear on top of everything and positive – even if your football team lost again at the weekend.

5. And what advice would you give to others aspiring to be school leaders?

All the above but add to it, be high profile around your school all day and earn respect from others by your actions. Don’t be afraid to tackle anything to get the best for the children. And ask the difficult questions.

6. In your experience, what are the three key leadership approaches that create a successful organisation?

Focus on school improvement and outcomes for pupils, make sure there’s a sustained drive to achieve your ideals in all areas of the school and empower all your stakeholders to share your vision and the journey.