Taking on the role of a middle manager in a school can feel like walking a tightrope. You’re tasked with balancing the expectations of senior leadership while advocating for and supporting your team. This position can feel daunting, but mastering the art of managing both upwards and downwards is key to thriving in the role. We’ve spoken to current middle managers in schools for their advice on how you can become an effective middle manager and step into this position with confidence and purpose

To effectively manage your department, strong communication with the Senior Leadership Team (SLT) is essential. Think of yourself as the  connector between your team and the SLT: advocating for your department’s needs while ensuring the school’s vision is communicated clearly.  

Teacher Andrew Lewington explains:

 “Try to see things from your team’s view and fight their corner, but at the same time, you sometimes have to win a team member to an idea that may not be popular.”

This dual role required understanding both perspectives. Start by building relationships within the SLT and observing how they operate. Katie Wilson offers this advice:

 “If you’re starting in a new school, watch, listen, and learn. Don’t assume that what worked in a previous context will work in a new one. Try to quickly work out who will be open to new ideas and how to approach those who might not be.”

When relaying SLT initiatives to your team, focus on the rationale behind decisions. A clear explanation of the “why” behind these changes can ease resistance and foster constructive dialogue. As Sarah Bourke highlights: 

“Communication is everything. Make sure all the team know what’s going on, the reasons for decisions, and have contributed to decisions.”

While collaboration is critical, setting boundaries with SLT ensures your department remains focused and efficient. Teacher Tony Crowther warns:

“Don’t take on more than you can manage. If it is not essential to the running of the department, then don’t do it. 

Working effectively with your SLT will sometimes involve managing upwards to protect your mental health. Brett Griffin explains: 

“Everyone talks about managing up and this was really important for my stress levels…I would go into my Vice Principal's office and I would say to him you've asked me to do X, Y, and Z - which one do you want me to prioritise and which can I take off the list?”

A standout quality of a great HoD is the ability to nurture the growth and success of your team. Empowering your staff starts with giving them opportunities to lead and innovate. Teacher Marion Reydet suggests: 

“Give your staff opportunities to lead parts of meetings so they feel valued. Follow up with a thank you card for their contribution to the department.”

Fostering an open, collaborative culture is equally important. Create an environment where your team feels safe to share ideas and experiment. As Katie Bee puts it:

“Do planning, curriculum review, and work scrutiny as a team. Let people try out their ideas, and you either get a brilliant new initiative, or they find out the challenges and grow as they work through them.” 

Listening is the cornerstone of effective leadership. Beyond professional topics, take time to learn about your team members as individuals. Karen Palfreyman advises” 

 “Ask your team about their ideas, their family, and their weekends. It helps when you know when to support and when you can afford to delegate,” 

Delegation is another powerful tool. Sharing responsibilities not only lightens your workload but also builds your team’s confidence and skills. As Rebecca Harwood succinctly puts it: 

“Delegate, delegate, delegate. Share the load to help balance your workload and sanity while letting others step up and impress you,” 

One of the most valuable yet often overlooked aspects of leadership is the solidarity of peers. Your fellow HoDs can be an incredible source of advice, camaraderie, and encouragement. Jennie Swotty suggests:

 “Find yourself a buddy who knows the strains of this role. Check in with them once a day, and promise each other that if one of you is sick, you’ll tell them to go home.. “

This network of colleagues can also provide fresh perspective and valuable strategies for managing both team and personal difficulties such as preventing burnout.  

Finally, believe in yourself. Leadership comes with its share of challenges, but embracing your strengths and showing self-assurance can inspire trust in those around you. Teacher Sanum Jawaid offers this powerful reminder: 

“If you have self-doubt and let it show, others will only see that about you. Don’t talk yourself down. If you’re particularly good at something, don’t let yourself think you’re not, just because nobody has told you so.”

The role of HoD is a journey of growth, learning, and impact. By balancing the demands of managing up and down, you can create an environment where both your team and students thrive.