Switching on the local talent resource in international schools.
Written by Laura Mitchelson
Laura is a freelancer helping schools in Retention and Engagement. Previous roles include Director of Enrollment and Communications at Dwight School Hanoi, Impact and Innovation Unit Advisor at Qibao Dwight High School, Secondary Language Teacher at Millfield School.
According to the OECD’s Teaching and Learning International Survey (TALIS) 2018, the average annual professional development hours for teachers internationally is around 62 hours per year. Some would argue it should be more, some might debate the value of some of that PD but it’s there.
In other industries like healthcare, retail, finance, banking, IT and telecoms, the average number of hours of professional development received each year is also about 60 hours but there is one difference – in those industries, it doesn’t matter which part of the organisation you are from, you have access to the same amount of professional development – it might depend on how long you have been with the business or what level you are at, whereas in the international school sector, teachers almost always have access to many more hours of PD than their colleagues in the business management side of the school do.
When will Finance, IT, HR and Operations teams be given the same access to professional development and learning support as their teacher peers?
There is a lot to consider here – it is the road less travelled, so proceeding with caution makes sense. To start requires us looking at THREE things:
- What are the existing professional qualifications that school management team staff have? Are Finance Directors ACCA certified? Does the HR Manager have an SHRM certification? Does the IT Director have the CITM? Do school leaders and governors know these accreditations and their issuing bodies well enough to assess candidates at interview stage in these professions and does the school look for these at the recruitment stage?
- When, how and what should make up the professional development that these management team staff receive once they are at a school? Is there a career growth pathway, planned support for professional growth, where does the budget come from?
- Where can teaching and non-teaching staff come together in professional development? Soft skills development with a focus on areas like team leadership, project management, budgeting, running effective meetings, and reporting are all areas of growth that are common to educators and business managers.
By developing ALL staff, schools respect both the notion of professional growth in general, and allow these school management professionals to be seen on a level with the wonderfully qualified and heavily professionally developed teaching staff. It is appropriate and right that we shine a spotlight here.
Schools have a wide variety of options available to them when they embark on the professional development of their school business management teams. Here are some approaches that can be considered depending on the stage and needs of the individuals and teams in place:
- Internal or External Mentoring
- Coaching
- Shadow Days
- Language Lessons
- Observations
- Internal/External Training
- Online study
- Master’s Degree support
- On-the-job training
- Industry body membership
- Conference attendance
- Career Mapping
- High quality appraisals
- 360 appraisals
- Job rotation
- Internship programs
- Group coaching
- E-learning
- In-house workshops
- Day release to further education
- Supported Local/virtual networking
- Employee wellness programs
With a pay disparity between international teachers and those, often local staff, who work in ‘support’ roles like IT, Admin, HR, Finance and Operations, divisions and rifts can form, and by actively supporting the professional growth of those who work in these functions, schools can reap significant benefits in the areas of school reputation, retention, cross-departmental collaboration, and organisational resilience.
There is room for much more discussion of this topic in the coming years.
My Experience as a Speaker at the Diverse Educators Conference in Scotland: A Step Towards Change
Written by Sadia Hussain-Şavuk
Sadia Hussain-Şavuk, originally a Biology teacher, is now a Diversity, Equality and Inclusion Lead working predominantly with schools within the independent sector providing teacher training, pupil workshops and consultancy in her main area of anti-racism. In addition to this she sits on a number of boards including the BSA/IELA Inclusion Advisory Board and is co-chair of the Curriculum Reforms workstream of the Anti-Racism in Education Programme.
In February, I had the incredible honour of speaking at the inaugural Diverse Educators Conference in Scotland. As the first event of its kind, the conference was a bold and inspiring step towards promoting inclusivity, representation, and meaningful change within education. The atmosphere was charged with energy, optimism, and a deep-seated belief in the power of education to shape a better future for all.
The Power of Positivity
One of the most striking things about the conference was the positivity and passion that the participants brought to the table. Educators from across Scotland, with diverse backgrounds and experiences, gathered together not only to share their ideas but to spark action. There was a sense of unity and purpose that made the event feel more like a movement than a typical conference. As I stood before such an engaged audience, it was incredibly reassuring to see how committed these educators were to making positive changes in their schools, classrooms, and communities. Whether it was promoting inclusivity in the curriculum, advocating for equitable opportunities, or fostering a more diverse learning environment, it was clear that the educators in the room were not just talking about change – they were living it. It’s moments like these that remind me why I became an educator in the first place: to make a difference. And seeing so many others who share that same drive was truly inspiring.
The Challenges We Still Face
Despite the immense positivity, there was an undercurrent of concern that stayed with me throughout the conference. While we celebrated the progress that has been made and the steps that are being taken to make education more inclusive, we cannot ignore the slow pace of change. It is difficult to not feel a sense of frustration when you consider how far we still have to go. Although there are pockets of progress, systemic barriers persist. In many schools, diverse perspectives are still sidelined or tokenised. Too often, young people with marginalised identities still face barriers to success, whether that be in terms of representation, access to resources, or the recognition of their unique challenges. As educators, we know that it’s not enough to simply raise awareness. The real work lies in creating long-term, sustainable change. But when progress is slow, it feels as though we are failing the very students we are meant to serve. The young people of today – those who will shape our tomorrow – are waiting for us to do better. And while I am hopeful for the future, it’s hard to ignore the gap between where we are now and where we need to be.
A Call to Action
The Diverse Educators Conference served as both a celebration of what’s been achieved and a reminder of the work that remains to be done. I left the event with a renewed sense of purpose, but also a deeper understanding of the urgent need for change. As educators, we must keep pushing the boundaries of what is possible. We must continue to challenge the status quo and demand that every child, regardless of their background, has access to a truly equitable education. We cannot afford to wait for change to happen on its own – we must be the ones to make it happen. The diversity, passion, and commitment I witnessed at the conference filled me with hope, but I also know that it will take all of us – working together, side by side – to ensure that the next generation of students can thrive in an educational system that fully supports their needs and potential. In the end, the Diverse Educators Conference wasn’t just a moment of celebration – it was a call to action. It was a reminder that our work is far from over, and that every step we take towards inclusivity and equity is a step closer to a brighter future for all. Let’s not rest until that future becomes a reality.
Reimagining School Leadership: Diversity as a Catalyst for Transformation
Written by Krystian McInnis
Krystian McInnis is a Religious Education consultant, advisor, and researcher specialising in decolonising and diversifying Religious Education. With a career that spans the public, private, and charity sectors, he brings extensive national and international experience in curriculum diversification and decolonisation. As the Co-Founder of Reimagining Education, Krystian is dedicated to creating a more inclusive and equitable educational system where everyone feels seen, heard, and that they belong.
The conversation around diversity in education often focuses on students, but one of the most powerful avenues for change lies in rethinking the governance structures that steer the educational experience. School governing boards are not just responsible for overseeing budgets and policies; they shape the very culture and ethos of a school or trust. In an increasingly diverse world, the importance of creating governing boards that reflect the community’s broad spectrum of experiences cannot be overstated.
As the UK’s demographics continue to evolve, it’s crucial that school governing bodies mirror the diversity of the student populations they serve. However, too often, governing boards remain stagnant, with leadership teams failing to represent the multifaceted identities of their school communities. This lack of representation impacts not only the policies implemented but also the approach to leadership and the school culture itself.
The Case for Diverse Governance
The need for diversity on school governing boards goes far beyond a simple call for fair representation. It is about creating governance structures capable of addressing systemic challenges, championing inclusive practices, and ensuring equitable educational opportunities for all students. A governing board composed of individuals with varying cultural, racial, and socioeconomic backgrounds brings diverse perspectives that enrich the decision-making process. As George (2022) notes, diverse leadership fosters innovation, empathy, and policy relevance, qualities that are essential for navigating today’s complex educational landscape.
Research also points to the tangible benefits of diverse boards. Carter (2021) highlights how cultural awareness among board members directly impacts policy priorities and curriculum content, leading to a more inclusive school culture. When governing bodies mirror the student population, they are better equipped to address the unique needs of all learners, from ensuring cultural sensitivity to promoting inclusive teaching practices.
Begum (2020) emphasises that diversity on governing boards isn’t just about policy changes but about student engagement and motivation too. When students see their identities reflected in the leadership, they feel a greater sense of belonging, which directly impacts their academic performance. Moreover, when parents and community members see themselves represented, trust and engagement between the school and its broader community grow, resulting in stronger partnerships that benefit everyone.
Reimagining Leadership for a Modern Education System
The impact of diverse school boards extends beyond the student body to the staff and the broader school community. A diverse governing board sets the tone for inclusive hiring practices and supports the development of a workforce that reflects the diversity of the students it serves. UK school governance has long been dominated by a small group of individuals with limited diversity. It’s time to break free from outdated models and embrace a more inclusive, adaptable leadership structure that can respond to the evolving needs of a multicultural society.
Reimagining leadership means moving away from traditional, hierarchical structures and creating space for a broader range of voices. This isn’t just about “ticking boxes”, it’s about recognising that a more diverse leadership team brings unique lived experiences that allow for a deeper understanding of the challenges faced by students and staff alike. Schools that adopt this mindset create an environment that is flexible, innovative, and, most importantly, inclusive.
From Recruitment to Retention: Building an Inclusive Governance Model
Recruiting diverse members for school governing boards is an essential first step, but it’s far from sufficient. Schools must also invest in ongoing training and support to ensure these members are prepared to be effective contributors. Too often, once new members are appointed, the assumption is that the job is done. In reality however, the work is just beginning. Schools must rethink their induction processes, ensuring that new governors receive the necessary training to navigate the complexities of modern, multicultural educational systems.
I would suggest therefore, this includes tailored training on cultural competency, anti-racism, and inclusive leadership, which are essential to support not only the school community but also the board members themselves. Furthermore, schools can benefit from building collaborative networks with community organisations and support systems, expanding the resources available to both staff and students. These networks help enrich the educational experience, provide additional resources for families, and strengthen ties between the school and the wider community.
Moreover, tracking diversity metrics is also a critical component of this work. Schools must be intentional about gathering and using data on ethnicity, gender, socioeconomic status, and disability. This data should not be collected for the sake of numbers but should serve as a tool to inform decisions, address gaps, and ensure all voices are heard. Accountability is key to ensuring that diversity is not just a buzzword but a sustained, meaningful practice that guides decision-making at every level of governance.
Towards a Future of Inclusive Governance
The path to inclusive governance requires commitment, not only in diversifying the membership of school governing boards but in ensuring that diversity is embedded in every aspect of the governance process. When school boards truly reflect the communities they serve, students, parents, and community members are more likely to feel engaged and invested in the school’s success. Diversity in governance is not just a “nice-to-have”; it is essential to the development of a school system that is truly inclusive and capable of addressing the needs of all its stakeholders.
The journey towards inclusive governance may be challenging, but the rewards are immense. Schools with diverse governing boards are better positioned to create environments where every student feels valued, engaged, and empowered to succeed. Therefore, as we look to the future of school governance, we must ask ourselves:
- How can we ensure that our governing boards are truly representative of the communities they serve, in ways that go beyond numbers to reflect the richness of experience and perspective?
- What steps can schools take to dismantle the barriers that prevent underrepresented groups from accessing leadership roles in governance?
- How can we move beyond viewing diversity as a “nice-to-have” and recognise it as an essential driver of student success, community engagement, and educational equity?
References
Begum, H. (2020). The Importance of Representation in School Leadership.
Carter, J. (2021). The Role of Cultural Competency in Educational Leadership.
George, R. (2022). Reforming Leadership: The Shift Towards Inclusive Governance.
Women of a certain age: The menopause at school
Written by Sarah Wordlaw
Sarah Wordlaw is a headteacher working in an inner-city South London primary school. She has successfully rewritten the curriculum in her school and is passionate about how teachers can use the curriculum to make the next generation better than us! She has led various subjects and areas of the school over her educational career and worked in many different capacities in a wide range of educational establishments. She identifies as a queer woman of mixed heritage and often felt unseen in taught subjects, both as a child and as an adult, which has fuelled her interest in diversity and inclusion.
Developing an anti-misogynist culture in your school starts from the top. There must be a commitment from leadership at all levels, and it must be threaded throughout all school practices and policies.
However, women remain under-represented within school leadership (Bergmann et al, 2022). In England, the school leadership characteristics and trends report (DfE, 2022) reveals that at primary level, 85% of primary teachers are female compared with 74% of headteachers.
Traditionally, notions of leadership are connected to perceptions of masculinity – having “strength” or “gravitas”. In reality, being a successful primary school leader requires someone who is both strong and vulnerable, someone who is driven and compassionate, someone who is commanding and empathic.
Female teachers are less likely to be promoted to headship or senior leadership than their male counterparts, and part-time teachers are 45% less likely than full-time to be promoted to both headship and even to middle leadership (DfE, 2022).
That being the case, I wonder if the reason we don’t talk about menopause as much as we should is because senior leadership teams can often be male-dominated.
Menopause in schools
Menopause is a significant time for women, usually occurring between the ages of 45 and 55. The menopause is defined as when a woman’s periods have stopped for at least 12 consecutive months.
The first step to take as a school leader is to understand what the menopause might involve for a colleague – and it is not just hot flushes!
A report from the Fawcett Society reminds us that that 84% of women describe the lack of sleep and 73% the brain fog that can come with the menopause as being difficult – this compared to 70% who said this about the hot flushes or night sweats; 69% say they experience difficulties with anxiety or depression due to menopause (Bazeley et al, 2022).
The report is cited in a recent Headteacher Update article written by employment law expert Kelly Rayner. In this piece – which is well worth a read, as indeed is the Fawcett Society report – we are also reminded that 8 in 10 women experiencing menopausal symptoms are in work and that 44% of women said their ability to work had been affected by the menopause, while 1 in 10 have left work due to menopause symptoms.
The National Education Union reminds us that the menopause is “an occupational health issue for women educators, as well as also being an equality issue” (NEU, 2025). Symptoms can include:
- Hot flushes or night sweats
- Heavy or light periods
- Headaches/brain fog
- Insomnia
- Urogenital issues
- Loss of confidence
- Low mood
- Poor or reduced concentration
- Anxiety and panic attacks
- Joint pain and muscular aches
However, despite the clear impact these symptoms might have on someone’s working life, sadly, the menopause is rarely mentioned in many workplaces, particularly when the leaders are male.
Women should be able to work in a supportive and understanding environment with reasonable adjustments made when going through menopause. The NEU offers a range of resources, including checklists for school leaders, posters to raise awareness, and a model school policy (see further information).
Practical issues
There are a number of practical questions that we can consider immediately. Drawing on the NEU’s advice, these include:
- Do you have a menopause policy and are all staff aware of it, especially line managers? Again, templates can be found via the NEU and The Key among others.
- Is the staff team “menopause-aware” – this will avoid female members of staff having to raise it as an individual issue?
- How do you ensure adequate ventilation in classrooms and staffrooms? Do staff have access to good temperature control for classrooms?
- Other simple provisions can include leaving doors open, ensuring that windows can be safely opened, access to fans, and fitting blinds to windows.
- What systems are in place for cover if a staff member needs to go to the bathroom or get a cold drink mid-lesson? Indeed, is there ready access to cold drinking water?
- Ensure you have sanitary products available in toilets – you could have a basket of a variety of different products in your women’s toilets
- What systems are in place to ensure swift permission for absence to attend menopause-related medical appointments.
The NEU advises leaders to support requests for flexibility, such as undertaking non-contact time at home or requests to reduce hours or change hours temporarily. Remember, offering cover in the short term is better than having to hire new staff members in the long term
Its advice for leaders states: “Give control to individual teachers and support staff over their immediate working environment – a clear message will empower staff and reduce requests to the leadership team.”
A positive culture
Your approach and your written menopause policy must create a culture in school which is positive. For example, supporting staff members experiencing difficulties helps to improve the wellbeing of staff, retains great and experienced teachers, reduces recruitment costs, and works towards gender equality. These are key messages.
Other advice for school leaders includes:
- Get to know your staff: Have regular catch-ups so you build trust and are in touch with how they are feeling and what they are experiencing.
- As the NEU advises above, give control to female staff over their immediate working environment – this is empowering
- Research and encourage access to support services locally. Many local authorities run menopause working groups for local government employees – make your whole staff team aware of this and offer cover if there were women who would like to attend the support meetings.
- Understand that every woman’s experience of the menopause is different. Build a supportive culture at work by having an open-door policy. Ensure a private conversation can take place if needs-be and make sure you follow-up and review any actions alongside agreed adjustments
Final thoughts
Having a menopause policy helps to develop gender equality in schools (and beyond) as it addresses the specific health needs of women going through menopause, which can impact work, potentially leading to unequal treatment and career progression disadvantages.
Further information & resources
Bazeley, Marren & Shepherd: Menopause and the Workplace, Fawcett Society, 2022: Click here
Bergmann, Alban Conto & Brossard: Increasing women’s representation in school leadership: A promising path towards improving learning, UNICEF Office of Research, 2022.
DfE: Transparency data: School leadership in England 2010 to 2020: Characteristics and trends, 2022: www.gov.uk/government/publications/school-leadership-in-england-2010-to-2020-characteristics-and-trends
NEU: Working through the menopause: Resources including template policy and school leader checklists: https://neu.org.uk/advice/equality/sex-and-gender-equality/working-through-menopause
Leaders Engagement in Mothers’ Matters
Written by Emma Sheppard
Emma founded The MTPT Project, the UK's charity for parent teachers, in 2016 when on maternity leave with her first child. She has 12 years experience as an English teacher, Lead Practitioner and ITT Lead, and now runs The MTPT Project full time.
At The MTPT Project, we take our commitment to inclusion seriously. As Founder, I love reviewing our data annually for our Diversity and Inclusion report, the way that this informs our strategies as a small charity and the impact this then goes on to have.
One of these strategies to come out of our 2023-24 report was to improve engagement tracking at events directed to leaders in our sector. We are curious to know whether our work is perceived – in broad terms – as workforce and retention or diversity and mothers.
It makes sense that our programmes aimed at staff who are parents attract an overwhelmingly female audience. Because of our national and sector parenting policies, mothers are still afforded more paid time on birthing maternity leave than fathers and non-birthing partners, and this is when gendered routines around parenting take root and influence the division of domestic and professional labour in the long term – particularly in heterosexual couples.
Our leadership work, however, is aimed at senior leaders and above. Statistically, these are positions where men are over-represented at both primary and secondary level. If our work is (correctly) seen as workforce and retention, then up to 60% of our audience at these events should be men.
At this mid-point in the year, then, how far do school leaders still consider the retention, progression and wellbeing of parent-teachers as a ‘mothers matter’?
We’ve tracked data over 15 events – most of which have been optional to attend – aimed at school and systems leaders, and this is what we’ve found:
- On average, just 17% of attendees at these events have been men
- On three occasions, there has not been a single male face in the room
- Three events have hit our starter target of 24% male representation (the proportion of men in the wider teacher workforce, not at leadership level) and these were events billed as retention, flexible working, or an obligatory meeting for local headteachers
We count a number of men within our professional network who show up regularly to champion the work that we do. They sign off funding, make introductions, speak up on behalf of our community, work on research and data projects, platform our work on social media and speak at our events.
But men are not showing up enough as audience members to learn about the daily, and systems-wide practice that can be implemented to support working mothers for the overall health of our workforce and – ultimately – the schools they are leading.
An acute example of this disconnect: 22% of the speakers at The MTPT Project’s Missing Mothers conference are fathers and leaders from our community, but – two weeks ahead of the event – not one of the 135 ticket holders are men.
When organisations are considered who is “best placed” to attend MTPT events, the data suggests that they are still sending leaders with first-hand experience of motherhood. Clearly, the view is that these mothers’ matters are best handled between mothers and by mothers.
Statistically, however, these mothers, sorting things out between themselves, are less likely to be in leadership positions than men. They are less likely to wield decision-making power and they are less able to role model effective allyship to other men.
If we really want to make a sustainable difference to the teacher retention crisis, our male leaders need to stop seeing mothers as a diversity group, and instead know that mothers are workforce.
From Lettuce to Leadership: The Recipe for Real DEIB in Schools
Written by Sharon Warmington
Sharon is a diversity of race advocate and trainer, and CEO of the National Black Governors Network. She is an experienced academy trustee and school governor, corporate governance specialist. As an international Governance Practitioner and local school Governor, Sharon Warmington is also a public speaker, facilitator and a strategic leader, having worked nationally and internationally on projects in the private, public and third sector.
The room fell silent. A lone voice cut through the air like a scalpel.
“If we always do what we’ve always done, we’ll always get what we’ve always got.”
A murmur of agreement rippled across the table, but the truth hung heavy. Governance in education wasn’t evolving fast enough. The diversity deficit on school boards was glaring, and yet the solution was tantalisingly within reach.
Diversity, Equity, Inclusion, and Belonging (DEIB). A well-rehearsed mantra, a neatly arranged acronym, but in practice? Too often, it was all lettuce—bland, predictable, offering little more than a base layer. And just like a dull, uninspired salad, governance without true DEIB lacked texture, colour, and depth.
The First Ingredient: Diversity
Imagine stepping into a kitchen with only one ingredient. The outcome is predictable—uninspiring, repetitive, and ultimately ineffective. The same is true for governance.
Without representation across different racial, ethnic, gender, and socioeconomic groups, leadership decisions are made in an echo chamber. Diversity isn’t a ‘nice-to-have’; it’s the foundation upon which every other principle of DEIB is built. Without it, equity and inclusion remain unattainable.
The Dressing: Equity
Equity isn’t about throwing different ingredients into the mix and hoping for the best. It’s about recognising that some have been denied access to the kitchen entirely.
A governing board dominated by a single demographic can never truly understand the systemic barriers faced by underrepresented communities. Equity means creating real opportunities, ensuring those at the table have the tools, training, and access they need to contribute meaningfully.
It’s the dressing that brings balance—without it, even the freshest ingredients fail to shine.
The Crunch: Inclusion
Diversity and equity alone are not enough. Inclusion is the crunch, the bite, the assurance that every voice at the table is not just heard but valued.
A tokenistic approach—where individuals from diverse backgrounds are present but sidelined—rings hollow. Effective governance ensures all voices are not just present but shape the conversation. That means active listening, real participation, and a culture where speaking up is met with action, not silence.
The Secret Ingredient: Belonging
The final element, the one that brings it all together, is belonging.
A salad with great ingredients but no harmony is still a mess. The same applies to governance. If board members feel like outsiders—constantly having to prove their worth, explain their existence, or justify their perspectives—then DEIB has failed.
Belonging is the ultimate goal. It’s the point where leaders no longer ‘accommodate’ difference but celebrate it. It’s where representation is no longer an initiative but an expectation.
The Governance Gap: A Recipe for Change
The Department for Education (DfE) mandates that schools and trusts prioritise diversity in governance. The Public Sector Equality Duty requires active promotion of equality and inclusion. And yet, how many governing boards truly reflect the communities they serve?
The data tells its own story. Governing boards remain overwhelmingly white, predominantly male, and heavily weighted towards those over 50. Meanwhile, young voices, Black and Asian perspectives, and disabled representation remain painfully absent.
The solution? A new approach.
Turning Theory into Action
If schools are serious about DEIB, they must move beyond rhetoric. This means:
- Mapping the gaps: Who is missing from your governing board?
- Expanding the search: Looking beyond the usual networks—engaging with Black professional groups, student unions, disability organisations.
- Creating real pathways: Making governance accessible for those who may never have considered it.
DEIB isn’t about optics—it’s about outcomes. Schools with diverse governance bodies are better equipped to navigate the complexities of modern education. They make stronger decisions, build more inclusive policies, and ultimately create better environments for students.
The Call to Action
So, the question isn’t whether DEIB is important—it’s whether we’re brave enough to do the work.
Are we prepared to step beyond our comfort zones? To challenge long-standing norms? To build governing boards that truly represent the schools they serve?
The choice is ours. We can keep serving up plain lettuce, or we can create something extraordinary.
From Representation to Transformation: The Impact of Diverse Governing Boards in Schools
Written by Krystian McInnis
Krystian McInnis is a Religious Education consultant, advisor, and researcher specialising in decolonising and diversifying Religious Education. With a career that spans the public, private, and charity sectors, he brings extensive national and international experience in curriculum diversification and decolonisation. As the Co-Founder of Reimagining Education, Krystian is dedicated to creating a more inclusive and equitable educational system where everyone feels seen, heard, and that they belong.
School governing boards in the UK are entrusted with the critical task of shaping the educational experiences of both students and staff. Within their role, they have the power to influence curriculum choices, define and redefine budget allocations and set the future direction of the school or trust, all whilst ensuring robust safeguarding policies are in place. Therefore, for these decisions to be equitable, inclusive, and representative of society, there must be a concerted e=ort to foster diversity within governing bodies that are then truly representative.
In a country as richly multi-cultural as the UK, ensuring that school governing boards reflect the communities they serve is notably more important now than ever before. Unfortunately however, as the UK’s demographics shifts, the diversity in school leadership remains stagnant. I believe that it is fundamental that we ensure governing boards mirror the demographics of their school communities. In doing so, this allows for them to be better equipped in making informed, equitable, and culturally competent decisions that benefit not only their students and staff, but the local community too. Sadly however, we see too often, where governing boards fail to reflect the diversity of their student bodies, they risk the potential for policies and practices to be occasionally overlooked and the inadequate addressing of key issues surrounding cultural sensitivity, religious practices and diverse student engagement and motivation.
Why Diversity on Governing Boards Matters
It’s important to note that the significance of diverse governing boards goes beyond fair representation and rather works towards a system where we can directly challenge biases and dismantle systemic inequities within education. When boards include individuals from varied cultural, racial and socioeconomic backgrounds, they bring with them a wealth of knowledge which not only benefit individual schools but also strengthens that of the local community too. Fundamentally, leadership diversity can seek to challenges traditional ideas of governance and in doing so encourage schools to adopt more inclusive and adaptable leadership styles. With diverse leadership teams often outperforming homogenous ones in terms of innovation, empathy and policy relevance, the time has come for us to move beyond the idea that leadership is monolithic and embrace the variety of voices available (George 2022).
Moreover, with diverse boards also more likely to foster a greater sense of cultural competency, having board members and trustees from different cultural backgrounds is beneficial and often results in a better understanding to address the unique needs of students from diverse backgrounds too. Carter (2021) found that within governing bodies, cultural awareness did not just enrich a board’s discussions, it in fact had tangible impacts on policy priorities, curriculum content, and school culture.
Although research is still in its infancy, emerging findings shows that there is also a link between diverse governing boards and student success. Begum (2020) asserts that a governing board that mirrors its student body helps to creates an environment where every child feels they belong, ultimately resulting in an increase to their motivation and engagement to learning. This level of representation becomes of even more importance at the governance level, not just for students, but for sta= and the local community too. With one of the roles of school governance to have a positive impact for both the school and local community too, strengthening relationships between schools and the wider community, where parents and community members see themselves reflected on the governing board, helps to build trust and foster greater engagement with the school.
Reimagining School Leadership: Moving Beyond Outdated Governance Models
Diversity within school governing boards also has broader implications for the diversity of sta= within the school. A diverse governing body helps to set the tone for inclusive hiring practices, which in turn ensures a more diverse teaching and support sta= workforce. For decades, UK school governance has been based on an antiquated, old fashioned model of leadership, concentrated in the hands of a small group of individuals, often lacking in diversity. The time has come however, for this to be truly reimagined. Leadership teams need to be able to address the challenges faced by their modern, multicultural student and sta= populations, not just from a theoretical standpoint but through having similar lived experiences too. Therefore, reimagining what leadership looks like means moving away from the ‘we have always done it this way’ approach, to creating space for innovative and culturally competent governance. It is vital therefore, for diverse governing bodies to support in this work, to take up the mantle and challenge the traditional hierarchies of leadership that have often overlooked the contributions of minority groups. By creating space for a broader range of voices, schools will undoubtedly develop a more flexible and inclusive leadership structure.
Building a Diverse Governing Board: Recruitment and Support
Whilst the recruiting of diverse members to school governing boards is an essential step, it is by no means enough on its own. Once diverse board members are recruited, schools must ensure they have in place adequate support and training necessary to be effective contributors. One of the major issues I have found, is that within many schools and trusts, once diverse members are recruited, the assumption is that the work is complete. Arguably however, the work has merely only begun. Training and support is fundamental, as is the revisiting of preexisting induction processes, which are often insufficient in preparing new governors to tackle the complexities of a multicultural, multifaceted education system. Schools need to rethink their induction programs to include tailored training on cultural competency, anti-racism, and inclusive leadership at the very least to genuinely support their staff, students and newly appointed governors too.
Schools and academy trusts however, do not need to do this work in isolation. Building collaborative networks is a key benefit of diverse boards, as is creating a more equitable educational system too. By connecting with a broad range of community organisations and support systems, schools can access additional resources, partnerships, and opportunities that enrich students’ educational experiences, ones which may not have been open to them before. Within this, these connections not only strengthen the school’s ties to the community but also provide a network of support for families, and staff members too.
To increase diversity within school leadership, intentional steps must be taken. Whilst many schools are in their embryonic phase of capturing diversity metrics, very few know what to do with it, leaving it merely for senior leaders to interpret, or rather misinterpret. Therefore, schools must establish processes for tracking diversity metrics, including ethnicity, gender, socioeconomic background, and disability status, hold leaders accountable for the data, and allow for it to be an iterative process, understanding what is useful within their school context. Tracking diversity isn’t about collecting numbers for the sake of it—it’s about using that data to inform decisions, identify gaps, and ensure that all voices are being heard.
The Path to Inclusive Governance
Diversity on UK school governing boards is not merely a goal to be achieved but a foundational element of effective, representative, and inclusive governance. When students, parents, and community members see themselves reflected in leadership, they are more likely to engage. Ultimately, schools must become a hub where the wider community feels seen, heard, and that they belong. When actioned with genuine intention, this approach moves beyond being mere performative gestures, to one which brings about collaboration, community support, and academic success too. Whilst achieving diversity is good, sustaining this diversity requires dedication. Undoubtedly parts of the journey will be difficult, the rewards however, will be abundant.
A truly diverse governing body is not just a benefit for the school, but for society as a whole, shaping future generations of engaged, informed, and empowered leaders. So as we look to the future of school governance, I pose that we ask ourselves the following questions:
- How can we ensure that our school governing boards are truly representative of the diverse communities they serve, and not just in terms of numbers, but in the richness of experience and perspective?
- What steps can schools take to break down the barriers that currently prevent underrepresented groups from accessing leadership roles in governance?
- How can we move beyond the idea that diversity on governing boards is a ‘nice to-have’ and shift towards understanding it as an essential element for fostering student success and community engagement?
References
Begum, H. (2020). The Importance of Representation in School Leadership.
Carter, J. (2021). The Role of Cultural Competency in Educational Leadership.
George, R. (2022). Reforming Leadership: The Shift Towards Inclusive Governance.
My Becoming
Written by Caroline Anukem
Caroline Anukem is Equity, Diversity and Inclusion Lead at Beaconsfield High School in the UK. She is a driving force, a change-maker, and a relentless advocate for equity.
Once upon a time, in the 1980s village of Woolton, Liverpool, my educational journey began at Notre Dame, a Roman Catholic Grammar School with a simplicity and homogeneity that defined the era. Diversity, an unfamiliar term, seldom found its way into our vocabulary. Inclusivity, if acknowledged at all, meant conforming to a narrow mould. The notion of an EDI Lead was beyond imagination, and conversations about inclusion were but a whisper in the wind. I will definitely one day take a trip down memory lane and share my experiences.
Fast forward to the present day, where the quaint village experience meets the vibrant landscape of Beaconsfield High School. Here, I am privileged to be the school’s EDI Lead. Over the years we have witnessed an extraordinary transformation. Our school, once bound by conformity, now embraces the range of backgrounds, cultures, and identities. Diversity is not just acknowledged; it is a cause for celebration. This celebration of diversity and citizenship was ignited during our inaugural Global Citizens Week celebration. Inclusion is not just a buzzword; it is consciously embedded into the very aspect of our educational system.
The positives of this transformation are as abundant as the perspectives, worldviews, and lifestyles our students now encounter. They merge a rich foreword thing, diverse and inclusive learning experiences, the invaluable lessons of empathy, respect, and the strength derived from unity in the face of diversity. We are not merely preparing them for a world where these qualities are admirable; we are preparing them for a world where these qualities are essential. Yet, as we bask in the glow of progress, the journey towards true equity and inclusion continues. Barriers, some dismantled, others still standing, remind us that our work is far from over. As the EDI Lead, I recognise the need for more diversity among our educators and leaders. Our curriculum must reflect a global perspective, ensuring every student feels seen and heard.
The concept of an EDI Lead, once unimaginable, now stands as a beacon. It should not be a rarity but a standard that is imperative at the core of our education system. I believe that EDI and Safeguarding share common ground promoting a safe and secure environment. Our aim is a society where uniqueness is embraced, where every student sees themselves reflected in their education, and where equity is not just a distant goal but a living reality.
In conclusion, the journey from the simplicity of my village education in Liverpool to the vibrant inclusivity of BHS is a testament to our progress. Yet, it serves as a reminder of how much further we can go. As an EDI Lead, my commitment is to develop a learning environment thriving on differences, not just educating minds but nurturing hearts, building lasting friendships, relationships and encompassing the British Values in our daily practices. The journey toward a more inclusive and equitable educational landscape continues, one story at a time.
A Groundbreaking Milestone: the UK’s First Nursery to Implement Equal Parental Leave
Written by Claudio Sisera
Claudio Sisera is the Founder and Head of Diversity at Male Childcare & Teaching Jobs. Advocate of Gender Inclusivity in Education.
Eagley School House Nurseries has opened a new chapter for equality in early years education by introducing equal parental leave, a policy that’s the first of its kind in the UK’s early years domain. Spearheaded by Director Julie Robinson, this innovative approach goes beyond mere policy changes; it marks a meaningful step toward true gender equality at work and home. Julie’s leadership aims to inspire other settings in the sector to consider similar policies, sparking a ripple effect in early years education.
Driving Equality: The Vision Behind Equal Parental Leave
Julie Robinson’s initiative to implement equal parental leave at Eagley School House Nurseries reflects her commitment to fostering gender equality in the workplace and in family life. “We’ve long assumed that childcare leave is just the mother’s responsibility,” she says, explaining how her policy addresses the need for change. This fresh approach allows parents, regardless of gender, to share childcare responsibilities without stigma.
Research supports the positive impact of both parents being involved in their child’s early years, showing benefits in cognitive and emotional development. By enabling fathers to participate more in these foundational years, Eagley School House Nurseries highlights the importance of both parents’ roles in childcare, setting a powerful example that values fathers just as much as mothers.
Reflecting Core Values: Inclusivity at Eagley School House Nurseries
For years, Eagley School House Nurseries has been committed to building an inclusive environment, and the new equal parental leave policy is a natural extension of that mission. Julie’s work over two decades has consistently championed gender diversity, with projects focused on supporting boys’ achievements and welcoming men into early years roles. “Inclusivity has been my ethos from the start,” Julie explains, emphasising how valuable male contributions are to early education.
This policy not only aligns with Eagley School House Nurseries’ mission but also strengthens their dedication to providing a workplace that challenges stereotypes. By promoting equal leave, Julie fosters a culture where everyone’s contributions are recognised and valued, irrespective of gender. Her work is a beacon for other nurseries and settings, offering a roadmap toward a more balanced childcare sector.
Impact on Staff and the Early Years Sector
The introduction of equal parental leave at Eagley School House Nurseries is not only a supportive measure for its employees but also a landmark decision for the wider sector. As Julie shares, “Parents shouldn’t have to choose between career and family.” Her policy champions choice, removing societal pressure and ensuring all parents feel supported in balancing work and family.
More broadly, this policy fosters a more equitable early years environment. By making parental roles independent of gender expectations, Eagley School House Nurseries encourages fathers to take on active caregiving roles. Julie explains, “Normalising parental leave for all genders helps break down stereotypes about caregiving.” This forward-thinking approach sets an important precedent and signals a progressive shift within early years education.
Transforming Workplace Culture
Eagley School House Nurseries’ equal parental leave policy is expected to bring positive cultural changes to the workplace, creating a supportive environment for all staff. Julie hopes the policy will strengthen job satisfaction and encourage retention, especially for men entering early years education who may seek balance between family and career. “When we value our dads, we acknowledge the important role they play,” she notes.
This commitment to inclusivity could help attract new talent, reinforcing Julie’s message that every role in childcare is meaningful. Her vision reflects a dedication to creating a workplace where employees feel valued as both caregivers and professionals, inspiring other nurseries to consider similar steps.
A Vision for Change: Julie Robinson on the Importance of Men in Childcare
Julie Robinson’s passion for equality extends beyond policy – it’s about reshaping perceptions in the early years sector. She believes that valuing men in childcare is essential for building a truly inclusive society. “When we respect people for what they do, we elevate the industry and the role itself,” Julie shares.
By supporting men’s involvement in early years, Julie hopes to set a new standard that encourages more men to embrace active parenting. She believes that equal parental leave could inspire men to engage fully in their children’s lives and become role models within early years education.
Looking Ahead
Eagley School House Nurseries’ new policy on equal parental leave sets an important standard for inclusivity in early years education. Julie’s commitment to supporting both mothers and fathers equally not only enhances workplace culture but also encourages a balanced approach to family and professional life. This is a significant shift, one with the potential to inspire change across the sector.
We hope that other early years settings will follow Julie’s example, working toward an industry where staff feel valued and empowered to balance work with family. Together, we can create a stronger, more inclusive future for early years education.
Developing Cultural Intelligence in Education: A Necessity for School Leaders
Written by Hannah Wilson
Founder of Diverse Educators
Cultural intelligence (CQ) is the capability to relate and work effectively across different cultures, backgrounds, and situations:
- Understanding cultural norms: Understanding how cultures influence values, beliefs, and behaviors
- Adapting to different cultures: Being able to work and relate with people from different cultures
- Making informed judgments: Using observations and evidence to make judgments in new environments
The concept of Cultural Intelligence was introduced in 2003 by London Business School professor P. Christopher Earley and Nanyang Business School professor Soon Ang.
In today’s increasingly diverse educational landscape, it is imperative for educators and school leaders to understand and cultivate CQ. This ensures not only the inclusion and success of all students whilst fostering a rich, diverse learning environment, but it is of equal importance to our staff to feel part of an inclusive workplace which prioritises belonging for all stakeholders.
Why Cultural Intelligence Matters
- CQ Enhances Inclusivity and Equity: CQ allows educators to recognise and value the diverse cultural backgrounds of their students and staff. This leads to more equitable teaching practices and policies that support all students and staff, irrespective of their identity.
- CQ Supports Recruitment and Retention: CQ promotes a commitment to belonging. Culturally intelligent employers, workplaces, leaders and teams will support the recruitment and more importantly the retention of people with diverse identities. CQ enables everyone to flourish and thrive.
- CQ Improves Student Engagement and Achievement: Students are more engaged and perform better when they feel understood and respected. Culturally intelligent educators can tailor their teaching methods to meet the diverse needs of their students, thereby enhancing learning outcomes.
- CQ Strengthens School Community: A culturally intelligent school promotes a sense of belonging among students, staff, and parents/carers. This strengthens the school community and encourages collaboration and mutual respect.
- CQ Prepares Students for a Globalised World: By fostering CQ, schools prepare students to thrive in a globalised world where cross-cultural interactions are the norm. This is essential for their future personal and professional success.
How to Apply the CQ Model
I use the CQ framework when I am working with school, college and trust leaders to shape their DEIB strategy:
- Stage 1: CQ Motivation – what is ‘our why’ for developing Cultural Intelligence and how are we communicating it to all stakeholders?
- Stage 2: CQ Knowledge – what data do we have/ need and how are we using it to inform our journey?
- Stage 3: CQ Strategy – what resources do we need, what milestones will we set and how will we evaluate our impact?
- Stage 4: CQ Action – what training is needed, what actions do we need to take and what behaviours do we want to change?
It is a simple but effective approach and helps leaders who are new to DEIB to get their heads around the cyclical process of shaping a strategy to improve the culture for everybody to flourish and thrive. It is also a core them in our Leading DEIB in Schools programme.
Developing Cultural Intelligence
CQ for School Leaders
- Self-Assessment and Reflection: Reflection to understand our own cultural biases and areas for growth. Tools like the Cultural Intelligence Scale (CQS) can be useful.
- Professional Development: Engaging in ongoing professional development focused on cultural competence and CQ is crucial. Training can provide valuable insights and strategies, as can curated reading. Check out the resources in our CQ toolkit.
- Leading by Example: Demonstrating CQ in interactions and decision-making sets a precedent for the entire school. Leaders should model behaviours that reflect cultural understanding and sensitivity. Leaders should also consider methods of communication and how inclusive language choices are.
CQ for Educators
- Ongoing Professional Development: Organising regular training sessions on cultural competence and CQ can help staff develop the necessary skills. Sessions should be interactive and challenging, an ongoing conversation instead of one-off training events. We can facilitate a space to explore a range of different themes.
- Inclusive Curriculum Development: Encouraging teachers to incorporate diverse perspectives and materials into their curriculum expands our knowledge of others. This not only broadens students’ horizons but also shows respect and develops awareness of different cultures. Find out more from our Diversifying the Curriculum toolkit.
- Mentorship and Collaboration: Fostering a culture of mentorship and collaboration where educators can share best practices and learn from each other’s experiences with diverse communities. Reverse mentoring can be a helpful tool to create a knowledge exchange, find out more in our webinar with RVP.
CQ for Whole School
- Inclusive Policies and Practices: Developing and implementing school policies that promote inclusivity and equity. This includes everything from admission policies to behaviour consequences, from interview processes to appraisals, ensuring they are fair and culturally sensitive.
- Student and Parent/ Carer Engagement: Creating platforms for meaningful engagement with students and parents/ carers from diverse backgrounds. This could include cultural events, forums, and regular communication channels for feedback such as surveys and focus groups.
- Diverse Representation: Striving for diverse representation among staff and leadership. This not only brings varied perspectives but also demonstrates a commitment to diversity and inclusion.
Conclusion
Cultural Intelligence is no longer optional in the realm of education—it is a fundamental competency:
- We need culturally intelligent schools and workplaces.
- We need culturally intelligent policies and processes.
- We need culturally intelligent leaders and educators.
- We need culturally intelligent classrooms and staffrooms.
At Diverse Educators we frame all of our training through the 3 Cs of Consciousness, Confidence and Competence. By becoming more conscious of who we are, of our own lived experience and how it shapes our world view, we can become more confident in how we interact with others, in our inclusive behaviours and our inclusive language. We can then become more culturally competent and develop cultural intelligence. School leaders and educators who develop and promote CQ contribute to an inclusive, equitable, and dynamic learning environment for students and staff alike. By prioritising Cultural Intelligence, schools can better serve their diverse populations, better prepare students to succeed in a globalised society and better support staff in their career progression and leadership development.
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If this theme resonates and is of interest, we have a training opportunity in January 2025. Join us for the CQ (Cultural Intelligence) Certification. There are limited places available so they will be allocated on a first-come-first-served basis.