The leadership three-step: stepping back, stepping up and stepping forwards

Among the key messages in How do strong schools stay strong? (2026) are three important steps for leaders.

The first highlights the need to step back.

“[Strong schools] have leaders who step back and see the bigger picture.” (p.14)

With increasing demands, the pressures of accountability and so much to do, stepping back can be difficult. Without it though, leaders at all levels can easily feel lost and overwhelmed, unable to see the proverbial ‘wood for the trees’. Finding a few minutes each day to get away from the almost constant noise (of emails, social media, meetings and other tasks) can help you think more clearly, feel calmer and find solutions. Take a few deep breaths, allow yourself a lunch break or a walk around the school site, engage in professional learning or visit another school. Doing so provides perspective, and you can return reenergised and better able to meet the challenges ahead.

Stepping back enables you to see the bigger picture and reconnect with what matters. To check the alignment to your vision, values and strategic priorities. It sometimes means letting go of control, empowering others to lead. For leaders it is common to want to control what’s in your power to control, but there’s also great benefit to be had from releasing control. You realise that not everything depends on you, there are others ready and able to step up.

Stepping back gives others the chance to step up.

“[Strong schools] have empowered teams, in which everyone can work to the best of their ability.” (p.14)

Building capacity and developing leadership potential happens when there are opportunities to step up. Things may not be done perfectly at first, but this is where growth happens and potential becomes realised. Over time the individuals are developed, the collective capacity is strengthened, staff feel valued and a positive culture is created. School improvement becomes easier with shared purpose, capability and commitment. As colleagues step up, they will need support and training. This should be seen as an investment, and it will pay dividends over time.

Finally, leaders need to step forwards.

“[Strong schools] have a strong sense of who they are.” (p.14)

Stepping forwards happens in at least two ways. We will need people to step in the gap – bridging what is now and what will be. For leaders this often means taking on new roles, responsibilities and challenges. There may be feelings of imposter syndrome initially, but that’s normal and healthy – it means we know we don’t know it all yet (and probably never will). It also means embracing the present realities and challenges – facing the future with hope, optimism and on the front foot. It means embracing the possibilities and charting a course, keeping your eyes on what’s on the horizon. We all want to be part of something bigger than ourselves, to build something that really matters. Identify what Simon Sinek calls your ‘Just cause’ and go for it together.

Questions for reflection and discussion:

Step back

• How could you create time for yourself, and others, to step back?
• Are there aspects of your work that someone else could do – that would release capacity for you and give them an opportunity to grow?

Step up

• What opportunities are there for colleagues, across all roles, to step up?
• How will you provide support and training for them (high challenge, high support)?

Step forwards

• Is there anything you know you need to do, to step into? Take the next small step.
• What’s your organisation’s ‘Just cause’ – the future vision you are working together to build?

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