There is a valuable perspective arising from my approach to writing this piece today. I’m sitting in my favourite chair by the window which opens onto a magnificent view of the glorious Delatite valley and another small but magical valley which makes up part of my farm. Whilst writing here on my trusty I-Pad I have just had two delightful phone calls from good friends, one being a very old friend who was my first head of department - we have remained friends ever since. The other was a member of our first teaching team from 1989 when St Philips moved from being a residential college to a boarding school.

My HOD has always been a source of inspiration, wisdom and encouragement and my pioneer teacher has a special place because without the determination by the teachers to really make the school happen, it simply would have failed. We had my Deputy and myself and 15 pioneer teachers (not all full time). A couple of weeks ago I had a call from another of the pioneers who lead the initial PE/Sports department. He is still teaching and it was great talking to him as he rode his bike to school. Last time I wrote about “Telationships” but in this world of education the relationships between staff can also be very special. Staff members rely on each other, are on view after a traumatic class as much as they are with one that has been a real winner. They can be vulnerable but somehow the intensity of working as a team, to do something special in a school, brings staff together and that shared relationship will never be lost, no matter where the journey of life takes them.

Back to year one and I write about this because our Territory Independent Schools have in living memory been through that pioneering phase with its buckets of adrenaline, plenty of fear and a determination to “make it happen”. As I write 32 years later, I think of how much I appreciated those first Deputy and 15 teachers who took the risk to join a brand new team in a fledgling school with their determination to really make it happen for the new students. There was never a thought that this wouldn’t be done even though it often seemed that it couldn’t be done.

Within that first 15 there was such a variety of skills, experience and backgrounds which combined together to create a powerful staff mosaic. My first deputy was a multi-talented educator who played a vital part in launching the school. What was powerful was the variety of talent and personalities. Sometimes as a Principal we can wish that, all teachers are similar, making it easier to understand each one. However, diversity is good for students’ growth and enables them to develop skills that will be lifelong in dealing with a world made up of difference. Obviously, there will be people who will not fit within the team even if it is a mosaic. Though celebrating difference in the team, it is essential that all are dedicated to the school heading in the same direction. A teacher who wants the school to head in a different direction really has no place in the team and ultimately will become frustrated and will be happier not being there.

Sometimes the team can become frustrated with differences that exist. I found this frustration usually peaked in week 7 of a 10 week term. I used to remind staff of this at the start of week 7 and offered to supply axe, chopping block and wood to help with frustration.

Strangely, no-one took me up on this. I remember the days of the three term year and can only say the 10 week term is much better. I can’t remember what was a 13 “weekers” week 7. A Principal’s relationships with staff is hugely important for the wellbeing of staff members’ and also for the Principal. In such an environment where relationships are held so important, these can indeed continue for years to come and the school will be an effective place of education.

Chris Tudor

AISNT Historian & Principal Liaison