The Role, Struggles And Joy Of Being A Middle Leader

Laura Spargo

Laura Spargo reflects on the realities of middle leadership, sharing personal insights and practical advice to help educators thrive in one of the most impactful and demanding roles in school.

For many educators, their initial step into leadership will be in the role of a Middle Leader. Be that leading a subject or taking on a responsibility which may involve coordinating a project or initiative.

It certainly can feel like an exciting opportunity to venture outside of the classroom and into a position which allows for wider impact and further skill and knowledge building.

However, alongside the many positives of being a Middle Leader can come an abundance of complexities. Middle management has often been cited as one of the most challenging positions in a school. In addition to the responsibilities required by these roles, most Middle Leaders will also have their own class.

Time attributed to the successful development, investment and quality assurance needed for these leadership posts may only be allocated at certain times across a term – if at all.

So, why take on one of these roles? Over the years, I have been in conversations with a number of talented teachers who have an incredible amount of knowledge, understanding and expertise to give to their schools and wider communities but are reluctant to do so. Often citing the increase in workload and a lack of time attributed to succeeding within the role as their main reasons for stepping back.

My first teaching post, in a one-form entry First School, threw me into the deep-end of education. With 6 class teachers responsible for the full running and development of the curriculum, I found myself both the school’s PE Coordinator and Head of PSHE in my NQT year. Now, I can’t deny that I had to work hard. As you can also imagine, a lot of this happened in my own time.

Would I have changed this experience, though? No, I wouldn’t. I learnt such an incredible amount from leading subjects (particularly ones outside of my comfort-zone) and I gained a deeper understanding of the organisation of, and opportunities within, a school. Way beyond the four walls of my classroom.

All of my subsequent leadership roles have been in Middle Leadership. This has been an invested choice. Despite the challenges, and potential frustrations, it is where I believe so much of the magic in education happens.

Across my 16 years of experience, I have continually reflected on adaptations and considerations for making a Middle Leadership role the most successful and rewarding experience which it could be. If you are in (or are considering moving into) a Middle Leader post you are certainly in the prime position to make a real difference.

Middle Leadership – a framework for success

So, what are some of the key pointers and tips that I have identified and implemented to allow for, and to protect, my joy and enthusiasm for Middle Leadership?

1. Carefully consider what the role is and the impact that you aim to have

Hopefully you have an innate motivation and drive to shape and add lasting value to the subject or initiative which your role will focus on. Don’t forget what this is. Perhaps even write it down. There will be times when, as a Middle Leader, you will be pulled from “pillar to post” or feel like deadlines are stacking against you. These may be the times when you feel like throwing the towel in. However, before you do, take a pause. Revisit your reasons for embarking on this role in the first place.

2. Negotiate your time and come prepared with solutions

Schools and teachers are often time poor. Schools are also ever-changing environments, where the slightest alteration to the day (usually unexpected) can delay best-laid plans. There can be frustrations around the lack of time available to successfully work on a project or implement actions which will undoubtedly have a positive impact on pupils, teachers, the curriculum and the wider-school community. Where possible, negotiating protected periods of time with the Senior Leadership team is advised. Better still, during these conversations have ideas prepared which can support with the creation of this time. Thinking outside of the box about how resources could be deployed to allow for your release from the classroom can be helpful in securing these opportunities.

3. Use your time wisely

Once you have secured this precious time, carefully consider how you will use it. I remember making this mistake early on in my career. I was questioned by my Headteacher about how I was using my additional leadership time, as what he saw me doing every session was sitting in the workroom on my laptop. There are undoubtedly many administrative tasks associated with Middle Leader roles. However, I needed that light shining on my practice. When the children were present, the staff were teaching, supporting and challenging, the curriculum was being lived (in action), the admin could, and should, wait. My time was much better spent getting into the thick of it. Understanding, first-hand, what was working well, what I could learn from other practitioners, where the next steps might be. Looking at the work and environments in use and speaking to the children.

4. Seek out support for your own professional development

In an ideal world, the development of your Middle Leader role will be considered as part of your appraisal process. Middle Leadership requires a range of skills which are often complex – involving both subject/project management and the ability to communicate effectively to both teaching teams and Senior Leaders. You are literally in the middle! There are many fantastic resources out there which seek to upskill, support reflection and help to shape effective Middle Leaders. Find out if there are any courses ran locally by teaching hubs, government-funding or perhaps within a Trust or cluster to which your school may belong. Look into books on leadership which aim to coach and provide frameworks for your development. If you are more of an auditory or visual learner, there are a number of excellent podcasts in existence and platforms such as TEDx, where an abundance of expertise is shared in manageable chunks.

5. Celebrate your successes

Middle Leaders need to be organised. However you choose to keep a track of your ‘to-do-lists’, make a space on there to record your wins. It is so easy for one task to be ticked off to be replaced by another. Creating positive habits, where you can intentionally pause and consider the impact of your hard work and dedication, not only will support you in your own leadership development but can have a positive effect on those who you are leading. Encourage your teams to do the same. Put the brakes on and realign back towards your goals and motivations.