Behaviour and expectations are uneven across the school.

Some areas are calm and predictable. Learning time is lost. Staff confidence varies. Pupils receive mixed messages about what is acceptable.

This is not a crisis. It is erosion. Left unaddressed, inconsistency increases workload, undermines trust, and limits improvement elsewhere.

The leadership focus

The issue is not policy. It is leadership behaviour. Senior leaders identify inconsistencies in how expectations are reinforced, modelled, and followed through on. They make a disciplined choice to focus on a small number of behaviours.

Shared behaviours (Year 1)

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

• C4: Maintain consistency Without consistent follow-through, no other improvement work will stick.
• L1: Lead by example Staff confidence depends on what leaders model, reinforce, and tolerate.
• C3 Establish routines Clear routines reduce variation and support behaviour.

These behaviours are the priority. They are taught, practised, and reinforced consistently.

How the year unfolds

June to October
Leaders build shared understanding and practise these behaviours in everyday leadership.

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

• Expectations are applied consistently across the school
• Routines are clear and predictable
• Staff confidence is higher
• Behaviour is calmer and more consistent

Consistency is no longer the main barrier to improvement.

Leadership judgment

In most schools, these three behaviours provide the strongest starting point. Where inconsistency is driven primarily by weak follow-up, L8 Don’t drop the ball may be prioritised.

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.