The Authentic Leader

[edited to add – written in May 2025]

The air crackles with the energy of transition. Here in Birmingham, as the familiar rhythms of Saltley shift, my focus sharpens on a fundamental question: how do we truly prepare leaders to be leaders, not just for the present, but for what I term the “third movement” – a future demanding agility, distributed responsibility, and a deeply ingrained sense of collective purpose? My recent conversations with two key colleagues have crystallized this imperative, pushing me to liberate us from the comfortable inertia of past processes and instead cultivate an environment where leadership blossoms across the organization. This isn’t about perpetuating a “Team Previous”; it’s about nurturing a robust “Team Saltley,” anchored by a strengthened Senior Leadership Team (Team SLT) that, in turn, empowers the entire Saltley collective.

As the young Marx eloquently wrote, “If we have chosen the position in life in which we can most of all work for mankind, no burdens can bow us down, because they are sacrifices for the benefit of all; then we shall experience no petty, limited, selfish joy, but our happiness will belong to millions, our deeds will live on quietly but perpetually at work, and over our ashes will be shed the hot tears of noble people.” While our immediate context is the advancement of Team Saltley, this sentiment resonates deeply. The burdens of leadership transition, of dismantling ingrained habits and fostering new growth, are not individual trials but investments in a shared future. The true joy lies not in personal accolades but in the collective flourishing of the team and, by extension, the wider community we serve.

Our upcoming leadership away day is a crucial crucible in this process. It’s an opportunity to move beyond theoretical discussions and actively create space for emerging leaders to shine. This requires a conscious effort to step back, to trust in their potential, and to design activities that empower them to take ownership and demonstrate their capabilities. We must move beyond a model where leadership emanates from a single point to one where it is distributed, where initiative is encouraged, and where individuals feel empowered to contribute their unique talents. This shift demands a liberation from the “how we’ve always done things” mentality, recognizing that clinging to the past can stifle the very innovation and dynamism we need for the third movement. This aligns strongly with the work of Alma Harris, a leading voice in educational leadership, who emphasizes that genuine school improvement hinges on the dispersal of leadership responsibilities.

The structuring of line management plays a pivotal role in nurturing this distributed leadership. It’s not merely about hierarchical reporting; it’s about creating supportive frameworks that foster growth and accountability. We must move beyond a one-size-fits-all approach and tailor these structures to individual needs and aspirations, recognizing that some will require more direct guidance while others will thrive with greater autonomy. This involves a commitment to active mentorship and coaching, where senior leaders invest time and energy in developing the capabilities of those they manage, preparing them not just for their current roles but for future leadership opportunities within Team Saltley. Harris (2009) highlights the importance of creating structures that enable and support the development of leadership capacity at all levels, moving away from a purely hierarchical model.

Simultaneously, we must navigate the inevitable transitions with empathy and foresight. For those moving on, our responsibility is to ensure a smooth and respectful departure, acknowledging their contributions and facilitating a seamless handover. For those who may lack support elsewhere within the broader organizational landscape, our reach must extend proactively. This requires a heightened awareness of individual needs and a commitment to providing the necessary guidance and resources, even if it falls outside traditional line management structures. This is the essence of “Team Saltley” – a network of mutual support and shared responsibility.

However, as Marx astutely observed, “Actual extremes cannot be mediated with each other precisely because they are actual extremes. But neither are they in need of mediation, because they are opposed in essence.” Within Team SLT, we have individuals who have earned their positions, yet the journey of leadership is one of continuous earning. The “stripes” of true leadership are not granted by title but forged through demonstrable impact, collaborative spirit, and a relentless commitment to the common good. This period demands a frank and honest appraisal of our established senior team, fostering a culture of continuous improvement and mutual accountability. We must establish a strong and cohesive Team SLT before we can effectively integrate more upper middle leaders and ensure a sustainable pipeline of leadership for the future.

The Four Guiding Movements of Team Saltley: This transition is not merely a structural shift; it is guided by four core movements that underpin the philosophy of Team Saltley and our aspirations for the future.

1. Elevate Intentionality: Our first movement is a conscious effort to elevate intentionality in all that we do. This means moving beyond reactive measures and establishing a clear, purposeful direction for our leadership and the entire Saltley collective. Every decision, every interaction, must be driven by a well-defined intention focused on the growth and well-being of our students and staff. This heightened intentionality will provide the bedrock for all subsequent actions and ensure that our efforts are aligned and impactful.
2. Combat Complacency: The second movement is a resolute commitment to combat complacency. We recognize that clinging to the familiar, to “how Team Previous operated,” can breed stagnation and hinder progress. To thrive in the dynamic landscape of education, we must actively challenge the status quo, question ingrained habits and foster a culture of continuous improvement. This movement demands a proactive stance against inertia, encouraging a mindset of curiosity, critical reflection, and a willingness to embrace new approaches.
3. Champion Growth and Evolution: Our third guiding principle is to champion growth and evolution at all levels. This encompasses both individual development and the collective progress of Team Saltley. We are committed to nurturing the potential of every member, providing opportunities for learning, skill development, and leadership growth. This movement recognizes that the educational landscape is constantly evolving, and our ability to adapt, innovate, and grow is crucial for long-term success and for preparing our students for their own evolving futures. This aligns strongly with Alma Harris’s work on distributed leadership, where fostering capacity at all levels is paramount for sustainable improvement (Harris, 2009).
4. Inspire Deeper Connections: Finally, we are driven by the movement to inspire deeper connections within Team Saltley and beyond. This involves fostering a culture of genuine collaboration, mutual support, and strong relationships. We recognize that true leadership and organizational strength are built on a foundation of trust and understanding. By nurturing deeper connections between colleagues, between leaders and their teams, and between the school and the wider community, we create a more cohesive, resilient, and ultimately more effective learning environment. This echoes Harris’s emphasis on the social and relational aspects of distributed leadership, where trust and shared purpose are key enablers (Harris, 2004). Personally, this movement challenges me to be more present, more empathetic, and more effective in my communication and interactions. Recognising, as Harris does the importance of relational aspects in leadership, this movement calls for a conscious effort to build trust and understanding, both within Team Saltley and in my broader professional network.

These four movements – Elevate Intentionality, Combat Complacency, Champion Growth and Evolution, and Inspire Deeper Connections – form the ethical and strategic compass guiding our transition to Team Saltley and our journey into the third movement of leadership development.

It’s at this point that I stand on a crossroads. These movements, these writings and self-reflected and confessed writings have only ever influenced what I am doing; do I need to be explicit? Is it time to share? I don’t want this to be about me. It needs to be about them.

And there you have it. It needs to be about them.

Ultimately, the transition from Team Previous to Team Saltley is about embodying the spirit of Marx’s second reflection: “History calls those men the greatest who have ennobled themselves by working for the common good; experience acclaims as happiest the man who has made the greatest number of people happy.” Our aim is not individual aggrandisement but the collective advancement of Team Saltley. By fostering a culture of distributed leadership, by supporting individual growth, and by prioritizing the needs of the whole, we aim to create an environment where everyone can contribute their best, leading to a shared success that far surpasses any individual achievement. This is the essence of preparing leaders for the third movement – a movement defined by collaboration, empowerment, and an unwavering commitment to the common good of Team Saltley.

The Unfolding Symphony: Where My Growth Harmonises with Theirs

Here, at this juncture in crafting the narrative of Team Saltley’s evolution, I find myself standing at a familiar crossroads. The inherent tension between the personal and the collective hums with a particular resonance. The movements I’ve articulated – Elevate Intentionality, Combat Complacency, Champion Growth and Evolution, and Inspire Deeper Connections – are not abstract ideals confined to organizational charts and strategic plans. They are deeply interwoven with my own journey as a leader, a symphony where my personal and professional growth finds its harmony within the flourishing of Team Saltley.

The temptation, as always, is to shy away from the personal, to ensure the spotlight remains firmly fixed on “them,” on the burgeoning leadership within Saltley. The refrain echoes in my mind, a conviction etched deep: “It needs to be about them.” Yet, I recognize a crucial truth: my capacity to effectively guide and empower Team Saltley is inextricably linked to my own evolution. My journey is not a parallel solo performance but an obligato, a supporting melody that enriches the overall composition.

Consider, for instance, my personal commitment to Elevate Intentionality. This isn’t merely about setting a clearer direction for the team; it demands a deeper level of self-reflection and purpose in my own leadership. My personal learning goal in this movement is to cultivate a more mindful and deliberate approach to every interaction, every decision. By honing my own intentionality, by ensuring my actions are rooted in a clear vision for Saltley’s success, I believe I can provide a more focused and inspiring example for the team. My growth in this area directly translates to a more purposeful and impactful leadership for Team Saltley.

Similarly, my striving to Combat Complacency within the organization necessitates a rigorous examination of my own potential for stagnation. I must actively seek out new perspectives, challenge my own assumptions, and remain a perpetual learner. By embracing this personal evolution, I can better foster a culture of continuous improvement within Team Saltley, leading by example in the pursuit of growth and innovation.

Ultimately, the symphony of Team Saltley’s success and my own development are not separate movements but interwoven themes. My commitment to Champion Growth and Evolution within the team is mirrored by my dedication to my own professional learning, drawing inspiration from the insights of thinkers like Alma Harris. And my desire to Inspire Deeper Connections within Saltley begins with my own efforts to build more meaningful and impactful relationships with each member of the team.

Therefore, while the ultimate aim remains the empowerment and advancement of Team Saltley, acknowledging my own journey within this process adds an essential layer of authenticity and underscores the profound interconnectedness of leadership and team growth. My evolution is not a distraction from their story; it is an integral part of the unfolding symphony of Team Saltley’s success.