A rapid journey of improvement took its toll on John Rowlands – and helped to change his approach to staff wellbeing and development.
Now executive principal at Manchester Communication Academy, an 11 to 16 school with more than 1,100 pupils serving a disadvantaged community in the north of the city, Mr Rowlands was vice-principal at the time and part of the team tasked with turning the school around quickly.
He explained: “In 2015 our results were below our expectation. Then we made rapid progress that improved our performance so that we were in the top 20 per cent for progress. The effort that this required of all of us was not sustainable and I wanted to be in this for the long term. It was important that we took a different approach to staff development and retention.”
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