Deejay Novelteach Innovations

A colleague posted the below;
If you were taking over a school but weren’t to fond of the current staff, but only from doing a walk in tour-they weren’t friendly. what would you do?

My response below;
I would not rush to judge a school from a single walk-through.

You may arrive having heard many things about the staff. You may even have been told that your role is to clean up a mess. I would treat all of that with caution. Listen, yes, but leave room to see things for yourself. Start with a tabula rasa. Give every member of staff a fair beginning under your leadership.

First impressions can be misleading. A quiet corridor or a brief exchange does not capture the full picture of a teacher’s work. I would spend time in classrooms, observe lessons, and watch how staff engage with students. That is where the true culture of a school shows itself.

At the same time, I would go out of my way to meet staff halfway. Make the first move. Greet them. Learn their names. Sit with them in small groups. Ask about their work, their challenges, and what support they need. In many high-performing systems, strong school leaders begin by building trust before driving change. People respond better when they feel seen and respected.

Emotional intelligence matters here. Stay calm, listen well, and avoid quick reactions. Be aware of the tone you set. Model the standard you expect. If you want warmth and professionalism, show it consistently. International best practice is clear on this. Effective leaders shape culture through steady behaviour, not sudden force.

In the early days, the focus should be on understanding and alignment, not immediate overhaul. Clarify expectations gently but firmly. Let staff know what good looks like, and support them to reach it. Where there are gaps, provide guidance and coaching.

Over time, patterns will become clear. Some staff will rise to the standard. Others may not. At that point, you make decisions in the interest of the school. But that comes after you have given people a fair chance.

The goal at the start is simple. Work with everyone. Build trust. Set direction. Then act with clarity when you have seen enough to lead with confidence.