Pressure is part of a Principal’s way of life in my experience. In my 30+ years there was often a shortage of money but there was never a shortage of pressure. Pressure was the daily menu and after I retired I found my body clock gearing up on a Sunday even after two and a half years. Of course being in a boarding school and living on campus, which ultimately was my choice and which I really enjoyed, there was always plenty to keep one’s mind going at 100 kilometres an hour.

Of course this time of the year is one of peak pressure, with all the end of the year obligations and celebrations, with the annual budget looming as a creative cloud, student numbers a source of perspiration but MOST importantly, I think almost without exception, staff to appoint. As every Principal knows, this is one of the really, really important tasks that a Principal does. Joyful memories are filled with pictures of all those wonderful people you appointed and got it right. My nightmares are still filled with pictures of those appointed who did not work out well. The school prospers if the Principal gets it right so it is worth investing time, energy and brain power in doing this.

The most dangerous times in “getting it right” are as the end of the year approaches and the prospect of starting the next year short staffed is becoming a possible reality. Of course this is particularly a fear in the Territory when appointing from interstate means the moving of a person and maybe a family to a new and rather remote location not simply another suburb. I usually took the family South at Christmas to visit close “rellies” and often found myself recruiting there in January. I can’t remember too many occasions when I didn’t do this. It was part of working in the Territory. As the start of the year loomed, the temptation to appoint someone on risk became greater. But this temptation had to be resisted. “No kids, sorry but I have to interview a possible staff member today,” was well understood by my family and fortunately, if possible, my Mother’s home was often the location for the interview.

Telephone and today, Zoom interviews sometimes become the only way, however neither of them replace a good face to face with important time invested in following up references and referees. Failure to do this conscientiously can spell disaster particularly remembering that the interview can be a thoroughly dangerous time in an appointment if someone can sell themselves impressively whilst there is little substance behind them. And one reference is not enough as the referee may not really know the prospect well or, worst thing that can happen, they are trying to “off load” them and don’t tell you the true story. One teacher whose references I was checking had three good ones from three schools and the fourth one was a disaster! I was not prepared to take the risk. All our students are really special and you want to get the best for them. To me appointing teachers is a Principal’s responsibility and only to be delegated in unusual circumstances. I’ve forgotten how many hours on average a teacher took to appoint but it was considerable. However if you knew that you accepted it and got on with it.

Obviously a skill Principal’s must develop and continually hone is that of interviewing. You can always get better at it. I have been in some wonderful interviews but I have also had the unfortunate experience in being in some terrible ones where the interviewers asked few searching questions but instead proceeded to simply speak enthusiastically about themselves - how futile!

Once appointed it is important that the relationship with the Principal develops from here. The new teacher MUST know the Principal is interested in them, values them and wants them to grow. This cannot be achieved by simply ignoring them but by positive action including interested conversations and indeed regular acknowledgement of them through smiles and greetings or indeed a “have a really good weekend”.

The staff in fact are the backbone of the school. They are all different and are part of a rich staff mosaic of vibrant coloured pieces, all interesting shapes fitted together with the aim of them striving to provide the best for the students. As a Principal I found it really exciting and fascinating to try and know the story behind these colours.

While you as Principal have appointed someone to do particular tasks you may find as you follow their progress that they may be better suited to other areas and if that is the case, it may be possible to shift them, increasing their effectiveness and ultimately their job satisfaction. You won’t be able to do this if you don’t know how they perform. One teacher, who turned out to be excellent told me she was unhappy and uneasy about teaching a particular year level. I listened to her and kept her away from this area. She quickly showed she was in fact a skillful, empathetic and thorough teacher.

Regularly let the staff know they are part of a rich, valuable mosaic where everyone is different. Their difference doesn’t represent weakness but individualism. Everybody’s character is unique and therefore each individual teacher forms a relationship with the students based on their own particular personality. It is truely rewarding for Principals to be careful about appointing staff getting to know them and being an active part of their development. Sadly there are umpteen random tasks to pull them away from this essential role with teachers - but it is a special one that must not be neglected.

Chris Tudor

AISNT Historian & Principal Liaison