5 Things All Schools Can Do Now To Elevate Staff Wellbeing

If you have read my book, you will know one of the chapters focuses on the mistakes we have made regarding teacher wellbeing. I included this because, to move forward, we need to have conversations about teacher wellbeing, recognise where we may have gone wrong, and reflect on some of the beliefs we may be holding onto that we no longer need.

This chapter is by far the most popular, and one that I get the most feedback on. Words to describe this chapter include bold, brave, and courageous (all of which I am very proud of). Interestingly, isn't this what we need in the space of teacher and staff wellbeing? We need people to be bold and say what others won’t, we need bravery to stand in uncomfortable spaces as others question us and we need courage to make changes when others see it as impossible.

In all the work I do with individuals and workplaces (schools), it is those who act boldly, with bravery and courage that are making the changes we need.

It takes boldness to go to a 4-day week, bravery to introduce flexible working hours for staff, and courage to listen and act upon what staff are saying they need, especially when these things are so foreign to the education space and how schools operate. Excitingly though, these are all things that are happening across schools and in spaces where people are willing to do things differently.

Whilst these changes might seem a somewhat significant place to start (and they are), there are some things all schools can do now to strengthen and elevate staff wellbeing.

1. Establish a collective and shared definition of workplace wellbeing.

What is wellbeing? What is workplace wellbeing? These are the first questions I ask audiences I speak with and of the staff I work with. Whilst there are common themes that come through when people answer this question, answers are always different. However, if we don’t have a shared understanding or definition of wellbeing and workplace wellbeing, how can we work collectively to create change? Establishing a baseline for what wellbeing is, and where you want to be, is a great place to begin.?

2. Become curious each time you hear or use the word ‘can’t, won’t, not’ or phrases such as ‘that’s just how it is’, ‘it has to be like this’, or? ‘it’s always been like this’.

In these words and phrases lie our inner beliefs, values and where we may be unknowingly resisting new ways, opportunities, or change. When you notice one of these words or phrases being used by yourself or someone else, instead of taking it as it is, become curious instead. Use questions such as:?

Why can’t it?

What if we could?

What if we did?

Does it have to be that way?

How else could it be?

What are the other possibilities?

By using questions such as these we tap into a space of opportunity and openness. From here new ideas and ways of thinking, being and doing lie.?

3. Foster a psychologically safe culture that values ‘Speak and Seek*’.

Do your staff feel safe to share and speak openly? Do you have high psychological safety? Are concerns, challenges, and new ideas met with openness, curiosity and compassion? A culture of speak and seek* sees all staff feel safe enough to openly speak up at any time, in any space, without fear of judgment or ridicule and a culture of seeking means we actively seek out to allow people to share and speak. Without this, we don’t have a true sense or understanding of what is happening within the culture of our workplace, for our teams or for our staff. The absence of a speak and seek* culture sees people feel unsafe to speak and where they may resort to gossip, unhelpful self-talk, or feelings of fear, stress and anxiety. (Speak and Seek* is a framework I unpack on staff professional development days).

4. Go ‘Beneath The Surface*?

Following on from creating a culture of Speak and Seek, we need to not just listen, but respond to what we hear. Data gathered through speaking and seeking is the most valuable data you can have. It tells you about staff wellbeing and culture and allows you to go beneath the surface* of numerical data and find out exactly what is going on. Staff voice, the opportunity to share, and a forum to voice concerns, challenges and feelings, are data worth paying attention to. Here you can form targeted, relevant, and timely strategies and action plans that respond to what your staff need. (I offer schools the opportunity to engage in a Beneath the Surface* day, supporting them to go beyond the numbers, and to speak and seek)

5. Move fast and slow.

There are no quick fixes, roll-out approaches, or one-size-fits-all strategies. There are, however, data informed, well thought-out, strategies and approaches that help to drive long-term sustainable change. This doesn't mean though that we need to use or buy into the ever so popular line of ‘schools move slowly’. Instead, we need to decide what we can do easily and quickly, making these changes alongside pieces that may be a little more challenging, complex or take longer. What we don’t do though is stop. We don’t stop, we keep moving, fast and slow.

Elevating staff wellbeing, whilst complex and sometimes overwhelming doesn’t have to be. What it needs are well-thought-out approaches that allow workplaces and schools to change habits, ways of being, and ways of doing. If you know how to achieve this through a yoga class and morning tea, please, do that, if not, try the strategies above. They might not be as easy as popping a cake on the staff room table, but I would argue they work a lot better.

(Take a look here to find out how we can work together to elevate staff wellbeing)