School Leadership: Leading Through Trust

Building Trust and School Leadership

Clearly leading through trust is a hugely important element in the atmosphere of a school ecosystem. Given the level of vulnerability of our students the organic trust (Bryk and Schneider (2002)) within the school community is of paramount importance. However it should never be unquestioning. This would lead to complacency in, and over reliance on the effectiveness of procedures rather than the relational trust that should be (and is) proven and tested over and over. This is developed through the interactions between all teams, parents, and students.

Relational Trust in School Leadership

In this case I am talking about relational trust both in terms of freedom for teachers to teach what they believe is best in the best way, as well as for staff working in caring for our students throughout the day and night. Our learning community relies on a high level of trust between all parties it cannot be fully effective or meaningful on contractual trust alone. It must be built on relationships more than contracts and financial incentives. I don’t mean staff should work for free, but that if money was the driving force then motivation to do the job is not the best interests of the child (I know not mutually exclusive we’ve all got to eat. Discuss!)

Building Trust as a Team Leader

In my immediate AHT team I believe Self Trust is the most discernible form of trust I consider and reflect on daily. There are some elements of the role I am confident in doing, behaviour support to give an example. I have proved that building up personal credibility and the confidence of staff in my capability to fulfill this role. There are also areas where I have attempted to implement a change or provided guidance to staff that hasn’t worked, this failure could destroy my credibility – If it wasn’t for the trust built up over time. These situations demonstrate the importance of “relationship trust” (Covey 2006). This is where consistent behaviour in our interactions, and having the confidence to admit failure, can buffer the hit our perceived capability could have taken. This leads onto resilience and developing an ethos of risk taking where FAIL is more “first attempt in learning” than the final result.

In the AHT role within our school Organisational Trust has been hugely developed over the last year. Whilst we are still moving through the process we are now somewhere around the point of empowerment, having rapidly moved from a Newtonian Static system towards inter-dependency, certainly within the leadership structure. (John West-Burnham )

I personally would like to develop Market Trust – In the following paragraph will focus on trust between our team, students and parents rather than colleagues as I are new to the role and I would not like to assume. Although I think we all try to develop market trust with our colleagues through modeling expectations and holding ourselves to a high standard.

Following the now defunct link to www.neweconomics.org led me to the link to the more recent research focus on the importance of wellbeing in society. Having a focus on staff and student wellbeing is a way we as a leadership team can enhance trust within our school.

This is an initiative that has been used effectively by school leaders such as Martyn Reah from Eggar’s school in Hampshire. Martyn has used this research to develop not only organizational trust in his own school but also societal trust. He has done this through his teacher 5 a day initiative based on these 5 concepts. Specifically for teachers to take time out to consider their own wellbeing so they are at their best when working with the students. To connect, exercise, notice, learn, volunteer. Initiatives supported by SLT which serves to build relational trust.

UK Wellbeing and Leadership

As you can see from the attached map the UK ranks as middling in terms of wellbeing. Definitely a must try harder mark there.

Whilst the perception of the school within the community is important of more immediate (not lesser I stress) concern to us as middle leaders is how we (leadership team, teaching teams, support teams, residential teams) are perceived by the students and their parents. We can influence this in hundreds of tiny ways each day and that can have a huge impact on the wellbeing of all through the building of trust and positive relationships. Whilst I believe we do this very well it is such an important area that it needs constant attention. The more trust parents have in us the less stress all parties are under when issues arise, we can often deal with them in partnership rather than as a conflict.

10 Top Tips to Build Trust as a School Leader

1. Be Consistent and Reliable
   Consistency is the cornerstone of trust. Ensure your words match your actions, and follow through on your commitments. Be punctual, meet deadlines, and maintain a steady demeanour. When staff, students, and parents can rely on your consistency, trust naturally follows.
2. Communicate Openly and Transparently
   Create an environment of open communication. Share information readily, explain decisions clearly, and be honest about challenges. Transparency builds trust by demonstrating that you have nothing to hide and value everyone’s right to be informed.
3. Listen Actively and Empathetically
   Practice active listening. Give your full attention when others speak, ask clarifying questions, and show genuine interest in their perspectives. Demonstrate empathy by acknowledging feelings and experiences. This shows that you value input and care about your school community’s well-being.
4. Lead by Example
   Model the behaviour and values you expect from others. If you want a culture of respect, show respect. If you emphasise the importance of continuous learning, engage in professional development yourself. Your actions set the tone for the entire school.
5. Admit Mistakes and Show Vulnerability
   Nobody’s perfect, and pretending to be infallible can erode trust. When you make a mistake, admit it openly, apologise sincerely, and outline how you’ll rectify the situation. This vulnerability humanises you and shows integrity.
6. Recognise and Celebrate Others
   Regularly acknowledge the efforts and achievements of staff, students, and parents. Be specific in your praise and make it public when appropriate. This builds trust by showing that you notice and value contributions, fostering a positive school culture.
7. Delegate and Trust Others
   Show trust in your team by delegating important tasks and responsibilities. Provide the necessary support, but avoid micromanaging. This demonstrates your confidence in their abilities and encourages them to trust you in return.
8. Be Fair and Consistent in Decision-Making
   Ensure your decisions are based on clear, fair criteria. Avoid favouritism and be consistent in applying rules and policies. When decisions are tough, explain your reasoning. Fair leadership builds trust even when outcomes aren’t universally popular.
9. Prioritise Professional Development
   Invest in the growth of your staff and students. Provide opportunities for learning and advancement. This shows that you’re committed to their success and futures, fostering trust through tangible support for their aspirations.
10. Be Accessible and Present
    Make yourself visible and approachable. Regularly walk the halls, visit classrooms, attend school events, and maintain an open-door policy. Being present and engaged in the daily life of the school builds personal connections and trust through familiarity and accessibility.

Building trust as a school leader is an ongoing process that requires consistent effort and genuine commitment. These tips, within a positive school culture, will help you create a foundation of trust that strengthens your leadership.