A new headteacher has joined the school. Outcomes are mixed. Staff morale is cautious. Recent history includes instability or stalled improvement.

Staff are watching closely. Some are hopeful, others sceptical. Informal narratives about “what happened last time” are still influential. This is not a lack of action. It is a question of timing.

The leadership focus

The issue is not what to change. It is how to build credibility to lead change.

Senior leaders recognise that trust must be established before priorities are set.

They make a disciplined decision to focus on a small number of shared behaviours.

Shared behaviours (Year 1)

These behaviours are not secure, so they become the priority.

• L1 Lead by example Leaders model the standards, behaviours, and tone they expect from others
• L8 Don’t drop the ball Follow-through is consistent and visible, building trust over time
• S1 Explain the why Leaders create clarity about decisions once direction begins to emerge

These behaviours are the priority. They are demonstrated consistently before they are formalised.

How the year unfolds

June to October
The headteacher listens, observes, and builds credibility through consistent behaviour.

October to November
Diagnostics are introduced once leaders have real experience to reflect on.

December to March
Leaders begin a 90-day cycle, applying behaviours to real challenges with greater precision.

What success looks like by the end of Year 1

• Greater trust in leadership
• More consistent follow-through across the school
• Clearer understanding of direction and priorities
• Increased confidence in leadership decisions

Change is now possible without resistance.

Leadership judgment

In most schools, these three behaviours provide the strongest starting point. Where inconsistency is already a major issue, C4 Maintain consistency may be prioritised earlier.

The key discipline

Do not move on too quickly.

The most common failure is introducing new priorities before consistency is secure.

Once consistency is embedded, the focus shifts to building shared ownership and then raising ambition.

Applying this in practice

The worked example sets your overall direction.

Within that, leaders will face specific challenges, difficult conversations, team issues, or moments of uncertainty.

Use the Scenario Finder to identify the right leadership behaviours for those situations and apply them with precision.