Over the past few years, every school community has experienced turnover. Heads of School rated “Finding and retaining qualified staff as workplace expectations shift” as their top concern in the 2023 NAIS Hot Issues Survey.1 Additional research indicates that Gen Z employees across industries have an average tenure of just over two years.2 As we prepare for a new school year and plan to welcome new faculty members to our community, building communities where faculty and staff feel that they belong, are seen, valued, and trusted, can be effective quickly, and are inspired to contribute to the greater purpose of the school has never been more important.
How can we build a school culture that enhances retention? How can relationships mitigate turnover? What can we do to keep our faculty members happy and thriving?
As leaders, building relationships of trust is about more than just knowing names and faces; it’s about understanding the hopes, challenges, and aspirations of each team member. When teachers feel valued and understood and when they feel that they are doing purposeful work that matters, they are more likely to stay committed to the school and its mission.
In his book, Trust and Inspire, Stephen Covey states that “leadership is stewardship” and builds the framework for his book around three essential stewardships or dimensions of a leader – Modeling-Who You are, Trusting-How you Lead, and Insiring-Connecting to the Why.3 This is particularly pertinent as we aim to build strong, lasting relationships within our schools that enrich the lives of those we lead.
Here are some keys to building a school culture grounded in relationships of trust that encourages retention:
- Start with Questions: Be curious about what matters to each team member. Ask about the why behind systems, processes, and decisions. Modeling curiosity also establishes the norm that it’s ok for new employees to ask questions.
- Clarify Expectations and Purpose: Clarity of thought, intent, and emotion are all necessary for trust. Clearly articulate the school’s vision, mission, goals, and employee value proposition and align these with individual roles and responsibilities.
- Create Open Communication: Ensure that teachers feel comfortable voicing their ideas through regular check-ins and feedback.
- Invest in Professional Development: Leaders help bring out their teams’ greatest potential. Show your commitment to your staff’s growth by providing opportunities for personalized, continuous learning.
- Foster Collaboration: Scaffold systems for peer support and celebrate effective teamwork. Create opportunities for teachers to collaborate on projects, share best practices, and support each other.
- Celebrate the Wins: Acknowledge the hard work and success of your staff. Celebrations and recognition go a long way in making teachers feel appreciated and valued.
As Covey suggests, when we trust and inspire, we see the potential, communicate the potential, develop the potential, and unlock the potential within our teams, leading to a more dynamic and resilient educational community. “The end result is real collaboration and creative innovation as people are freed, put forth their best effort, and contribute their best thinking. People are inspired and invigorated as you work hand in hand with them to achieve results while enabling everyone to reach their full potential.”4
Our newest MV Ventures podcast, How might we support leadership development for women in schools?, is now available. Interested in bringing our team to speak (keynote or workshop session) on leadership or other topics at your school or organization? Reach out to learn more.
Need help defining leadership competencies or promoting leadership development at your school? MV Ventures helps schools design strategy, innovate programs and systems, and transform teaching experiences. Let’s get started on your transformation journey.
References:
1 National Association of Independent Schools. (2023). Hot Issues Survey, https://www.nais.org/articles/pages/research/nais-research-2023-hot-issues-survey/
2 White, Brooklyn. (2022). On Average, Gen Z is Staying at One Job for Just Over 2 Years. This is Why. Essence Communications, Inc. Retrieved on January 9, 2024 from https://www.essence.com/news/gen-z-great-resignation
3 Covey, Stephen. (2022). Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others. p.76-77, p.98-179
4 Covey, Stephen. (2022). Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others. p.85
