International School Leaders – Leading “UP!”

As international school leaders, we obviously lead the people who report to us, but how do we lead those who might report to us? The truth is, our ability to lead others is not restricted to hierarchy in an organisation or our job title. To be great leaders, we need to persuade and influence all, and our interpersonal skills are quite crucial with those to whom we are accountable. Michael Useem, director of Wharton’s Centre for Leadership and Change Management, calls this process “leading up.”

What Does “Leading Up” Mean?

Leading up refers to the ability to influence and guide those in positions of authority above you. It involves building trust, communicating clearly, and helping boards or owners understand the realities of leading a school.

For international school leaders, this concept has additional complexities. Leaders are potentially accountable to Boards, including parents, but also to owners, who may have limited experience in education or very different cultural norms regarding workplace management, decision-making, and leadership behaviours.

One way to distinguish the difference between schools is to consider whether they are ‘market-driven’ or ‘ideology-driven.’ A market-driven school is one that is set up in response to market demand for an international school. The business plan might more aggressively target positive cash flow, or profit, within a reasonable time frame (3-5 years) and a significant emphasis is placed on the school’s business plan and its ability to achieve financial goals. The ‘ideology-driven’ school reflects a mission driven by values, beliefs, and a commitment to altruism. Both need to be financially viable and sustainable, but an ideology-driven school may have less aggressive financial goals and more patience for steady growth. An international school leader must navigate their relationships with unique parties.

“In my opinion it is probably more accurate to describe schools in this way than describing them in the traditional manner of profit versus non-profit. Some of the wealthiest schools in the world are non-profit with immense cash reserves and many of the strongest education management groups have an excellent focus on quality education with very well balanced scorecards.”

Greg Parry – CEO

Boards of International Schools (Non-Profit)

Some non-profit boards are incredibly powerful and capable teams of professional people. They are very committed to guiding a school’s strategic direction. Many parents in international schools are corporate leaders and represent a wealth of knowledge, especially about business and the expatriate markets they network in. This can be intimidating for some international school leaders who have outstanding expertise in education but have learnt financial management and the business side of schools along the way.

The secret: Embrace the opportunity of having a team of people working with and beside you who potentially have greater expertise than yourself. As Richard Branson says, “I surround myself with people who have knowledge and talents in areas where I might not be so well versed.” Strong boards are invaluable if the governance model is sound and the board, with the school leader, operates as a strategic team. There is a difference between merely reporting to a board versus working with a board to accelerate goals. Certainly, no place for insecurities. Strong international school leaders embrace opportunities to work with other great leaders.

The relationship skills required to lead upward are closely connected to the principles discussed in Authentic Leadership and Calm Leadership in Schools, particularly the importance of trust, credibility, and emotional discipline in leadership.

Owners of International Schools (For-Profit)

Some, but not all, school owners will be very competent in areas such as business and financial management but the paradigm (way of thinking) required to lead a school will be very different. It will take some time for a new school owner to understand education as an industry, at operational level, but also the differences in marketing, planning and the influences of stakeholders.

Schools are primarily very people focussed. We know that the most valuable commodity in a school is its people, and all good decisions are made with this in mind. People from other industries find this unique and quickly realise how even more significant things like workplace culture, tone and climate affect the success of a school.

The secret: Spend a lot of time helping the school owner understand how education works. They don’t need to understand the examination systems or your latest literacy plan, but they need to know what is important and why. If they have never worked closely with expatriates, this will also be a new challenge. People of all cultures think a little differently, and misunderstandings can arise when the intention and purpose are not clear.

Just as with non-profit schools, the school owner and governance team have greater strengths than the school leader in a number of key areas. Local culture, working with government agencies, financial management, and logistics. Embrace the opportunities that difference provides.

The Relationships of International School Leaders

It goes without saying that authenticity is invaluable. When we “Lead Up” we are respecting that energy and commitment needs to be invested in relationships we report to. As international school leaders, we need to persuade and influence others. Not in a manipulative, how can I achieve this, kind of way. We need to demonstrate competence, have presence, communicate clearly and build credibility through our authentic behaviours. International school leadership requires a unique set of relationship skills.

“I have always said that in spite of the fact that a contract and agreement is important for legal reasons, truthfully, it means nothing. The authentic agreement that will have the greatest impact is the trusting relationship that is created that builds loyalty. When leaders and their governors truly trust each other in an authentic manner then mistakes, triumphs and challenges are all shared with a warm heart.”

Greg Parry – CEO

Communicate Clearly as an International School Leader

Take time to make sure everyone understands clearly what they need to know to have faith that your leadership makes sense. As an educator, what you might take for granted may not be clear to others. Take some extra time to explain. Why do expatriates need extra support navigating government departments? Why do they need extra local support? Why are they treated differently to local staff?

If language is a barrier, be extra careful and invest time wisely to ensure there are few errors in basic communication and understanding. This includes cultural factors. When communicating using very specific language. vocabulary be sure that your translator understands the concept. it is not just a “Google Translation” exercise to build understanding around important topics related to school management.

“We lived and operated schools in China for 8 years and countless times I can share stories where there was communication breakdown that somehow connected to cultural misunderstandings or an error in translation.”

Greg Parry – CEO

Understand What Matters Most as a School Leader

There are some key priorities you need to identify early on and focus on. What matters most, and why does it matter? By framing key decisions around these important criteria, you will have a greater impact. Teacher quality, parent satisfaction, sports and recreation, safety. These are all concerns for every school leader, but if you know which areas are most important to your governance group or owner, you can ensure this is communicated more clearly. You don’t necessarily have to let these priorities change your balance of direction, but clear communication about them is essential.

Use Data and Evidence as Collateral

No one likes empty statements or claims without clear justifications. Create effective processes that gather and report key data. It is important that all decisions are justified and well-explained. As an international school leader, it is essential that you provide complete cases with justification. For example, “Parents are highly satisfied as evidenced by……” “Literacy levels have increased by 25% as evidenced by this report….” Do not shortcut explanations by not sharing the full and complete story, including how you have made a judgment.

Provide Clear Direction as a Leader

As an international school leader, it is important that you set a very clear direction for the school. In addition, you need to play key roles in supporting governance where it needs strength and vision. As a school leader, everyone will look to you for vision, but also for the strength to change direction, solve challenges, and navigate complex ones. School governors also want to be led by you in the key areas that you are responsible for. They will look to you for direction as an international school leader.

Build Trust

Under-promise and over-deliver on both your interpersonal skills and measurable school outcomes. Excellence is a commitment to do more than just the minimum. It is delivering outcomes that are beyond what many others would expect. You get responsibility by demonstrating you can be trusted. It is excellence and demonstrated outcomes that command trust. This refers to concrete outcomes but especially to interpersonal relations. By investing in the relationship and proving worth, you will forever have the trust that allows you to gain even more. As an international school leader, you need to build sustainable trust across all stakeholders.

Related Leadership Articles

You may also be interested in these leadership insights:

Authentic Leadership

Calm Leadership in Schools

Leading by Intimidation: The Weakest Leadership Style

20-Point Checklist for Effective School Leadership

Leadership Articles Collection

This article forms part of a collection of leadership insights for school leaders.

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If you want to learn more about the steps required to set up a school check out some of our other articles:

– Steps to Setting Up a New School

– 10 Steps and Articles on How to Set Up a New School

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CEO and Education Expert Greg Parry

Internationally renowned for his expertise in education leadership, Greg Parry’s vast experience includes leadership of projects for edu-cation institutions throughout Australia, the Middle East, the United States, India, Indonesia, Malaysia and China. Recognised for his numerous contributions in the education arena, Greg has received the Ministers Award for Excellence in School Leadership based on improvements in school performance and a range of successful principal training and leadership development programs, as well as the School of Excellence Award for Industry/School Partnerships and the School of Excellence Award for Technology Innovation. His company GSE (Global Services in Education) has been recognised as having the Best Global Brand in International Education in 2015 and 2016.

Considered one of the premier experts in his profession, Greg has trained teachers and international school leaders throughout the world in areas such as critical thinking, language development and leadership. His expertise in school start up projects, leadership and curriculum development, has made him a sought after authority in these disciplines.

Global Services in Education set up and operate schools in all parts of the world. Governed by a philosophy of global citizenship, every member of the GSE team shares a passion to help shape international education and student achievement through inspiration and collaboration.
Our goal is to meet the highest objectives of every school, teacher, student and parent, with an unwavering dedication to quality education, shared ideals and intercultural perspectives.