Page 20 - Leadership Basics 3

Conversation 4

Treetops
Context

Treetops is an exclusive (350 students), expensive ‘boutique’ secondary school with an outstanding reputation and
excellent results. The school offers an alternative curriculum for students of potential (SOPs). Historically, the school
has taken pride in its student population, which is drawn from families at the highest level of the community who see
their children as future leaders. In addition to the Principal, Business Manager, and two Heads of School, Tree Tops has
a Curriculum Board (CB). The CB, which meets monthly, is chaired by the principal and is comprised of six other
members: three staff members chosen by the principal and three members from the community. The community
members are not teachers: one is currently a Professor of Values Education at the local university, another is from a
futures consultancy company called INNOVATE and the third is a local businesswoman. Under the school’s constitution
the CB has the ultimate authority to make decisions about the school’s programs and curriculum.

The Problem
Unfortunately, enrolment is falling, apparently because of the perception that the school has moved from being at the
leading edge to being radical and that children are under too much stress. In addition, there are staff problems, with a
number of teachers resigning; teachers say that they are sick and tired of erratically changing pedagogies and fad
learning programs.
The Principal Says
“The CB is basically dysfunctional. The three non‐teacher members dominate the team. The professor agrees with
everything the businesswoman says (she is a scary monster) and the consultant’s ‘solution’ to everything is to invest in
some ‘best practice’ package from overseas. The elected teachers to the CB are in awe of the three powerful community
members and say virtually nothing at meetings; they seem completely disempowered. Collaboration can work when
people are willing to work towards a common vision, communicate openly with each other and sometimes even make
compromises. That is just not happening with the CB.”
Conversation
1. What advice can you give to this principal about the CB and its impact on the school?
2. What the criticisms might cynical teachers make the CB?
3. What could the principal do to build the team’s effectiveness?

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