HT wellbeing – maintaining HT wellbeing – maintaining equilibriumequilibrium

November 2007November 2007

Jo HarperJo Harper

What not to say!!What not to say!!

• Make lists!Make lists!

• Prioritise!Prioritise!

What not to say!!What not to say!!

• We’ll jump off that bridge when we We’ll jump off that bridge when we come to it!! come to it!! Lester PearsonLester Pearson

• Some see the glass as half empty; Some see the glass as half empty; some see the glass as half full. I see some see the glass as half full. I see the glass as too big. the glass as too big. George CarlinGeorge Carlin

What is wellbeing?What is wellbeing?

• ‘‘positive wellbeing is something that positive wellbeing is something that is more than simply the absence of is more than simply the absence of stress or illness, but rather involves stress or illness, but rather involves positive enjoyment and pleasure’positive enjoyment and pleasure’

So …So …

• List three aspects of headship that List three aspects of headship that give you most joy, personal give you most joy, personal satisfaction and fulfilmentsatisfaction and fulfilment

What gets in the way of What gets in the way of this?this?

• The wellbeing of HTs is affected by The wellbeing of HTs is affected by – the strategic working environment the strategic working environment – the operational working environment the operational working environment – the ethos and morale within both the the ethos and morale within both the

school and the education system school and the education system – opportunities to undertake professional opportunities to undertake professional

development development

What else?What else?

• the challenge and variety of the role – the challenge and variety of the role – some relish these aspects, while for some relish these aspects, while for others these are the very things that others these are the very things that make the job stressful make the job stressful

• being the figurehead – a constant focal being the figurehead – a constant focal reference point for inspiration (reverse reference point for inspiration (reverse side – guilt, overwork, fatigue, lowered side – guilt, overwork, fatigue, lowered self esteem, and increased uncertainty.) self esteem, and increased uncertainty.)

And…..?And…..?

• Trying to meet Trying to meet everyone’severyone’s expectations expectations (including your own)(including your own)

• a totally fragmented day in which situations a totally fragmented day in which situations might occur which blow other priorities and might occur which blow other priorities and schedules off track and require immediate schedules off track and require immediate attentionattention

• Average hours worked by HTs in research Average hours worked by HTs in research sample – 52.9; one worked 36.4, one 105.6. sample – 52.9; one worked 36.4, one 105.6. Half worked between 40.6 and 65.2Half worked between 40.6 and 65.2

Recognise your Recognise your achievementsachievements

• Who says ‘well done’ to the HT?Who says ‘well done’ to the HT?

• List three professional achievements List three professional achievements during your headshipduring your headship

Preserving wellbeing – or at Preserving wellbeing – or at least maintaining equilibriumleast maintaining equilibrium

• Direct action techniques – identify Direct action techniques – identify the source of stress and eliminate. the source of stress and eliminate. (Not always practical!)(Not always practical!)

• Palliative techniques – reduce the Palliative techniques – reduce the feeling of stress in the individualfeeling of stress in the individual

Mmmmmmm…………Mmmmmmm…………

• ‘‘We don’t see things as they are; we We don’t see things as they are; we see things as we are.’ Anais Nin, see things as we are.’ Anais Nin, 1903-771903-77

• Stress can be transactional or interactional; the Stress can be transactional or interactional; the result of an imbalance of some kind between result of an imbalance of some kind between the person and his/her environment. the person and his/her environment.

• Exploring how HTs do or do not maintain Exploring how HTs do or do not maintain equilibrium, by controlling the stresses caused equilibrium, by controlling the stresses caused by additional different or conflicting demands by additional different or conflicting demands placed upon them, may lead to an placed upon them, may lead to an understanding of the complexity of an understanding of the complexity of an individual’s relationship to the role and identity individual’s relationship to the role and identity of being an HTof being an HT

What can we do?What can we do?

• When stress is recognised, commit to When stress is recognised, commit to changechange

• Decide what you are dealing withDecide what you are dealing with

• Try to reduce susceptibility and Try to reduce susceptibility and remove the stressorsremove the stressors

• Talk, talk, talk – insularity is a dangerTalk, talk, talk – insularity is a danger

The art of networkingThe art of networking

• Offers an opportunity for self-reflection and Offers an opportunity for self-reflection and peer supportpeer support

• Traffic expertise and information back and Traffic expertise and information back and forthforth

• An immediately available extension of An immediately available extension of knowledge or expertiseknowledge or expertise

• Immense time advantageImmense time advantage

• Share mutually important informationShare mutually important information

• Act as empathic consultantsAct as empathic consultants

And?And?

• Be detached, step back, separate outBe detached, step back, separate out

• Accept the uncontrollable or Accept the uncontrollable or unchangeable – adjust and adaptunchangeable – adjust and adapt

• Loneliness is a big ally of stress – Loneliness is a big ally of stress – shareshare

• Increase self-awareness – anticipate Increase self-awareness – anticipate both joy and difficultyboth joy and difficulty

And?And?

• Identify, commit, engage – steps as Identify, commit, engage – steps as small as necessarysmall as necessary

• Increase personal reserves – boost Increase personal reserves – boost self esteem and confidenceself esteem and confidence

• When change needs to occur, When change needs to occur, research shows that 40% of success research shows that 40% of success comes through noticing strengths, comes through noticing strengths, and 30% through the building of and 30% through the building of relationshipsrelationships

• List three characteristics that describe the List three characteristics that describe the best head teacher you have worked withbest head teacher you have worked with

Start by using your inner Start by using your inner rudderrudder

• Richard Abdoo (CEO, major Richard Abdoo (CEO, major corporation) reserves 8 hours per corporation) reserves 8 hours per week for reflection to avoid ‘losing week for reflection to avoid ‘losing hold of the reins’hold of the reins’

• Choices made in keeping with the Choices made in keeping with the inner rudder maximise your attention inner rudder maximise your attention and energyand energy

This requires accurate self-This requires accurate self-assessmentassessment

‘‘He who knows others is wise, he who He who knows others is wise, he who knows himself is enlightened’ Anonknows himself is enlightened’ Anon

• Knowing one’s inner resources, Knowing one’s inner resources, abilities and limitsabilities and limits

• Awareness, reflection, self-Awareness, reflection, self-knowledge and developmentknowledge and development

• Sense of humour and perspectiveSense of humour and perspective

• ‘‘Obstacles are things a person sees Obstacles are things a person sees when he takes his eyes off his goal’ when he takes his eyes off his goal’ Joseph E CossmanJoseph E Cossman

So …….So …….

• Make lists………of what works, what Make lists………of what works, what you do well, and what you enjoyyou do well, and what you enjoy

AndAnd

• Prioritise……….around Prioritise……….around youryour vision vision and and youryour whole school ethos whole school ethos