“No man is an island.” – John Donne’s observation that human beings need to be part of a community in order to thrive is never truer than when moving overseas into a position as a school leader.
Regardless of your experience, moving to a new international context is always challenging. Not only do you have to come to terms with the foibles of the new school, but there is inevitably much that you need to learn about the regulatory framework in which you will be operating.
‘No substitute for local knowledge’
You can spend hours on online research, but the reality is that there is no substitute for local knowledge. The most efficient way to get up to speed is to build a local network of more experienced colleagues and tap into their experience and expertise.
Building a local network can be more difficult than it sounds. Most international schools are operating in a highly competitive fee-charging environment, where margins are tight and the recruitment of every pupil matters.
In this context it is difficult for school leaders to set aside their differences to collaborate or to help newcomers find their feet.
Yet there is much to be gained from working together.
Take Dubai for example. There are 58 British curriculum schools in Dubai, most are for-profit and the heavily regulated market is over-supplied.
There is intense pressure on school principals to get high ratings in annual inspections and to grow pupil numbers. It is no surprise that the average tenure for a school principal is a little over two years.
However, despite the fierce competition, there is a vibrant British Schools in Dubai (BSID) group of principals and headteachers who work together to navigate the changing regulatory landscape - “we don’t compete on compliance” is their mantra.
The BSID is a valuable network for old hands and newcomers alike: the collective wisdom, understanding and knowledge of the group far surpassing that of any one of its individuals.
If a local group of this nature doesn’t exist it makes sense for a school leader to meet with a few like-minded colleagues to start one.
The importance of International networks:
International schools have much in common with UK schools, but they are fundamentally different in a number of significant ways. Firstly, the children and students are usually drawn from a huge range of countries (JESS Dubai has some 82 different passports) and many are not native English speakers.
Secondly, the teaching staff are expatriates, often living away from their home country support network. Also, staff and pupil turnover can be high; and there are other local challenges determined by geography, climate, politics and religion.
It is hugely beneficial for school leaders to build a network with colleagues who have an understanding of these and similar challenges. The best way to do this is for schools to join a major international schools group such as the Council of British International Schools (COBIS) or the Federation of British International Schools in Asia (FOBISIA).
These organisations curate the expertise of international school leaders and, though annual conferences and webinars, provide forums for them to share best practice and ideas.
The importance of UK networks:
One of the dangers of working overseas is that it is very easy to be become out of touch and dislocated from the issues which are driving education in the UK.
This can have a negative impact on the school because UK debates ultimately impact on the international sector; and it can be detrimental for the school leader in terms of professional development and career progression.
By maintaining close links with a UK-based network, international school leaders can remain part of the conversation and stay abreast of key developments.
The importance of social media networks:
Social media allows international school leaders to keep up to date, to play an active part in educational debates and to build a local and global network – indeed I have developed strong professional links with a number of colleagues whom I have never met in person.
At a local level, Twitter and LinkedIn allow school leaders to build picture of their contexts by collating information from a range of sources, such as local media channels, government and regulatory agencies, good schools guides, relocation agents, other school leaders, and rival school feeds.
At the same time, they are a forum for regional and global thought leaders and provide a platform for school leaders to publish their ideas and be part of the conversation. Social media is perhaps the most effective way for school leaders to promote their schools and to tap into a network of like-minded school leaders.
Networks – the antidote to “it’s lonely at the top.”
There are times when all school leaders feel isolated – even lonely. It goes with the territory. However, that isolation and loneliness can be magnified when working overseas.
Here it is more important than ever that school leaders develop a strong professional network to whom they can turn for support and advice.
No comments:
Post a Comment