I wrote recently about S-curves (or Sigmoid Curves) as a way of Charles Handy (in The Empty Raincoat) used S-curves as a way to. Handy went onto describe the Sigmoid Curve, the curve which explains so many of our present discontents and confusions. The curve describes the ups and. the sigmoid curve, here is one of the best management models on managing It was developed by Charles Handy, the Irish-born management guru who.

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With current uncertainty over education policy after the general election, I was interested to hear what Teresa Tunnadineheadteacher of the Compton School in Barnet, would have to say to us at The Key in her talk on future proofing through school leadership. Teresa initially joined as a deputy headteacher when the school reopened, before becoming headteacher.

For Teresa, school improvement is partly about reinvention and knowing when to do something different and what the new development should be.

Although the school was already successful by this time, she decided what was needed was to focus on improving every element of teaching and learning to help raise standards further in the school. And across a decade or so each aspect of the lesson has been dissected and improved. And this focus needs to be continued — the job is never done. The next Sigmoid moment for the school was when Teresa with her senior leadership team decided to increase the size of the school, and through doing so obtained significant funding for expanding the buildings.


At the same time, they decided to restructure the school day by staggering lunch breaks into five sessions. This helped the school to manage an increase in pupil numbers, ensuring calm breaks and lunchtimes, and therefore, calmer lessons afterwards.

Having already made such huge improvements to the Compton School, it somehow seems obvious the next step would be to broaden out to supporting other schools. Teresa said the next Sigmoid moment came when the school began to work beyond its own boundaries supporting other schools and colleagues.

Thf become one of the first teaching schools nationally, Teresa explained that The Compton began running a wide range of teaching and learning and leadership programmes for London Schools, while at the same time working alongside some of the best schools in the country.

Inspired by its model, the school reorganised its leadership team into four teams, each with an associate headteacher leading it. Another Sigmoid moment Teresa talked about was when the senior leadership team with governors started thinking about succession planning.

Management Models: The Sigmoid Curve

For example, Teresa has a curvr associate headteacher shadowing her while she gradually decreases the number of days she works a week. Other members of the team due to retire in the next few years have a similar arrangement.


I wondered if this could work for other schools — having a gradual transition allows someone to gain experience of headship before potentially moving on to headship herself, and surely must make the prospect of headship less daunting.

Similarly, Teresa makes sure middle leaders have the opportunity for career development in the school, so they can potentially move up xurve senior leadership roles when the time is right. Whatever happens to the school next, I am sure its Sigmoid moments continue to ensure the school reinvents itself as and when it needs to, thereby ensuring its future success. Reblogged this on splozza Tweet LinkedIn Share Share.

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The second curve – Leadership & Flow

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