The strengths of an introverted school leader

As a sports fanatic I was compelled by the cricket T20 World Cup at the end of 2022 that saw a wonderful England team lift the trophy. The team ethos was obvious, and it made me ponder the style of leadership that had enabled a group of talented individuals to gel and to perform at the highest level. I was especially intrigued because the captain, Jos Buttler, is softly spoken, humble and a self-confessed introvert.

What does he do? What leadership behaviours does he exhibit and what can we, as school leaders and teachers, learn from him?

His teammates have commented on his methodical attention to detail and his calm and clear communication. Ben Stokes, one of the teams’ superstars said, “before we’d even had a training session, he sat me down alone for 10 minutes and just said: ‘This is your role, this is what I want you to do’. That 10-minute chat made me really understand the way in which I can affect the game and my teammates.” The team manager explained, “He does a lot of talking and listening to players, one-on-one and in a group. He doesn’t waste his words but is obviously driven to succeed and to have compassion for the players.”

I always remember my first meeting as a Headteacher with the rest of the local Heads. The room was full of huge personalities. They dominated discussions, their behaviour demanded attention and they relied on personality to lead their schools. They epitomised the ‘hero head’ style that seemed to be required in outstanding schools, even though their schools were far from the most successful. Thankfully there is now a realisation that although extroverts can make great leaders, this trait is not a requirement.

Introverts can be great leaders

Whilst introverts are energised by time alone, this is not the same as being shy or socially anxious. Their inner voice is very active, and as leaders they can be more authentic with strong moral frameworks.

Introverts are often naturally good at listening; they have empathy and are deep thinkers. The key, for leaders who have these skills, is to augment them with elements of extroversion when required. Successful leaders will think about a situation before acting, but when action is required, they still do so with purpose and with clarity of communication. Leaders who take the time to think and plan will take longer to formulate policy and strategy, but it will take less time clarifying what will happen.

Leadership recruitment in schools has also changed, and those who are more creative and reflective are finding opportunities that previously didn’t exist. Schools need leaders who have a diverse set of skills and those who naturally lean towards the introversion end of the spectrum can, rightly, become outstanding leaders in High Performing schools.

Writing this has led me to think about those who are naturally more extroverted. If the fashion for the ‘hero head’ has gone, how do these leaders continue to inspire in our schools? What do they do? How do they act? To be continued.....