I’m actually going to answer these because I work in a relatively small team.
- a colleague in your department is struggling with classroom management?
this has happened before, I would have a discussion with the colleague in relation to this and mention that I would be dropping into observe x class. I’d make sure to provide empathy round this too. The main thing here is to ensure the colleague does not feel targeted and offer empathy and understanding that there may be external reasons for their struggle with classroom management. I would discuss putting an informal plan in place for this colleague with small and achievable targets. This is important as setting unfair targets would mean they are unavhievavle and almost immediately going to create more stress for this staff member. The conversation should also offer a forum for them to discuss external issues that could be impacting pertinence. I’d conduct regular drop ins at scheduled times to check this colleague is meeting targets over the specified period of time. If this was not achieved by said time, I would call another meeting and explain that we may need to formalise the process, slt may need to be present in this meeting. I would then begin to encourage this individual going in and observing other colleagues.
- a colleague's / the department's public exam results are below expectation for the department / school?
Again, review data, consider context, identify root causes (could be high proportion sen or eal in the group) get the individual to actually analyse their data and bring measurable targets to the LM meeting, discuss an actual action plan in the meeting, monitor progress through book scrutinies regularly and checking data and encourage a reflective approach.
- a parent / pupil complains that work isn't being marked by a colleague?
so firstly, the parents need a sympathetic ear. I’d need to ensure I was understanding and explain to the parent that I appreciate their concerns and I will investigate the matter internally. I would speak to the colleague and mention that this specific issue has been brought to light. I would look at the book and have my spreadsheet with key non negotiable when it comes to the schools book marking policy and check against that. If it was subpar, I’d be providing targets for the colleague, reminding them of policy and mentioning I will be checking again on x date. Both ways id be telling the parent that either the marking is in line with policy or the child will receive more regular feedback and that they can rest assured that the progress would be monitored.
- a colleague in your department is well-known for being a naysayer and is routinely negative and critical in your department meetings?
I have this already. I’d be speaking to them privately on a 1-1 basis and offer an open dialogue and explain to them the expectations of the department and that although there will be things they disagree with, which is understandable, they also need to understand that we are part of a team and we work together. If there is a particular reason they want to say no, they need to share that so I can support them. Therefore if they want to contribute their opinion I’m happy for them to do so, but in a positive and constructive manner that I can turn into a solution. I’d also want to ensure I have a positive team so I’d make that clear during the dialogue. Furthermore, I’d be documenting everything.
- (in your subject) an established colleague absolutely refuses to teach a new text you would like colleagues to teach because they are wedded to their familiar schemes of work which they've taught successfully for the last 5 - 10 years?
Seen this one before, and again, it’s about opening a dialogue. We get stuck in our ways sometimes when we’re used to something and as someone who has been at a school for a while. Change is hard but necessary. Explain the rationale for change. Give support where necassary with planning or point them to cpl, remind them the text is a non negotiable, we can’t change it but I’m happy to let you incorporate some elements of how you taught the previous text into this one, if it continues to be a problem i would escalate the matter and I’d be calling a meeting with slt to explain the rationale once again but ensure they are aware of their expectations.
- colleagues in your department complain to the SLT about aspects of your leadership?
this is sad but I know it happens. I’d make sure to listen to the complaints and acknowledge that there is always room to improve. I’d make sure to be calm and professional and take that time to self reflect and come up with some targets as to how I can be better and do better. My team is a reflection of me and my approach so sometimes, we need to know when we’re heading in the wrong trajectory. Seeking guidance from slt would be important. They’ll be more experienced than me and could help me navigate my lack of experience and learn to be more effective.
I hope these make sense. I wanted to answer them as a way of proving that I do see a lot where I am and I do liaise a lot with my hod so I’m quite aware of the procedures that are put in place. I’m happy to take feedback if you think anything is incorrect