As a former accountant from the corporate world, who moved to education, I can still remember the first time I sat down to pore over budgets in my then new role as a school financial director.
I was working away and glanced out the window as some students were kicking a ball about at break time.
In that moment, the numbers on the spreadsheet took on a significance that had never existed before; they weren’t just figures in rows and columns but a representation of the young people for whom we worked and how the decisions we made would impact their education and, by extension, their futures.
A clear sense of purpose
Now, years later and working as a trust CEO, it is a mindset that remains as relevant as ever: every decision we make is driven by a clear sense of purpose.
We are not merely educating children, we are shaping their futures.
If this vision is articulated clearly then it makes leadership in education a lot easier than the corporate world.
There, any changes made are usually driven by a desire to increase profits - something that can make motivating staff to accept a new way of working or adapting to a new set of changes a tough ask when they see no intrinsic value to themselves or a wider sense of purpose.
However, in education, when the focus is clearly on the development of children and their outcomes, decisions become more objective and selfless - achieving staff buy-in is far more straightforward.
It is also why recruiting staff goes beyond mere qualifications to something more intangible - “you know it when you see it” - involving a shared connection, core values and purpose. If that connection is lacking, a candidate won’t make the cut.
It is this alignment with our purpose that ensures a team is not just a collection of individuals but a cohesive unit committed to the betterment of young lives.
Articulating values
Of course, you must articulate your purpose and values clearly to reap these benefits.
The “why” of our existence is crucial in fostering collaboration among our staff, as it serves as a rallying point for shared beliefs and values.
It’s also why “overcommunicating” the purpose and values of your school or trust is not really possible - you should be doing it at every opportunity so that it becomes part of everyone’s way of thinking across the organisation.
That way decisions are always guided by a shared set of values that are vital to navigate the complexities of the education system - and means that whatever the wider system is doing, we are making decisions true to our beliefs and for the benefit of pupils.
It is also why collaboration should be at the heart of education, whether within a trust or in partnership with the school down the road.
Indeed, I’ve heard it said before that yours can’t be a truly great school if the school down the road from you is failing, and it’s always struck a chord with me.
Our moral obligation and duty extend beyond the walls of our own institutions.
We must support neighbouring schools to ensure all children reap the benefits of a great education.
That sense of common purpose is not something you always encounter in the corporate world.
However, as someone who spent time in that domain before entering education, I can attest that the satisfaction derived from contributing to society that you find in education, in all forms and in myriad ways across the academic year, is unparalleled.
The opportunity to make a real difference in the lives of students provides a sense of purpose that goes beyond individual and organisational fulfilment, and taps into something far deeper, more powerful and intrinsically motivating.
David Clayton is CEO of Endeavour Learning Trust
