Home' Careers in Teaching and Education : Careers in Teaching and Education Contents NATAGE H002
10 Years at Friends'
The Friends' School,
and day school, under
the auspices of
The Religious Society
of Friends (Quakers)
Director of Learning Support 7-12 (permanent full-time)
We seek a highly motivated, experienced and compassionate Special Education Teacher to lead the
present team of staff in our Student Support Centre, focussing on learning support, enrichment
programs and differentiation of courses and materials.
Teacher of Psychology (temporary part-time, approx 60%)
This position will be based at Clemes (Years 11 & 12) for Term 1, 2011 (10 February to 27 May) to
replace a staff member on leave. There is the possibility of continuing employment in the disciplines
of SOSE and Psychology following this short-term appointment.
For an employment application package, containing essential additional information, please see the
employment section of The Friends' School website (www.friends.tas.edu.au) or contact the Principal's
Personal Assistant, Louise Westland, email firstname.lastname@example.org or telephone (03) 6210 2202.
Applications should be made in writing by 4.00pm, Wednesday 20 October to:
John Green - Principal,
The Friends' School, PO Box 42, North Hobart 7002.
Careers in Teaching and Education
Haileybury has a structure in place to ensure
teachers with the 'right' attributes are developed as
leaders. SUE GOSS reports.
Craig Glass, right, has a discussion with a teaching colleague.
Schools are like no other industry and
school leaders are like no other
managers. There will be attributes
that successful leaders have in common.
School managers, from the principal
down, are much more 'on show' than
leaders in other industries. Their
attention is constantly sought by junior
teachers, VCE students, parents,
curriculum coordinators, performing arts
departments, other principals . . . all
within a few hours.
Haileybury, now the largest school in
Australia, has doubled its size since the
1990s. In 2011, 3400 students, both boys
and girls, will come to enjoy the small
class sizes and parallel education system
set up by the previous principal, Robert
''He was an exceptional visionary and
great decision-maker,'' says Craig Glass,
senior vice-principal of Haileybury. ''The
first girls came in 2000 and he initiated a
period of rapid change and expansion
which the current principal continues.''
Entering the school over four years
ago, Mr Glass has the responsibility of
curriculum development and delivery
across all three of Haileybury's campuses.
He is responsible for leadership
development and the coaching of
leaders within the school.
''It's a very broad management role,''
he explains. ''I have to oversee teaching,
learning and curriculum implementation.
But I have many people to assist me and
I couldn't possibly do it without them. I
have continual team meetings with all
the heads of departments, junior and
senior school coordinators where we set
priorities and goals.
''I'm a qualified leadership coach which
is unusual in a school, but this is a great
help when I can look upon my own role
as leadership development and a
Mr Glass says that leadership is about
choosing people who are right for the
job and then trusting them to get on
with it. Micro-management --- checking
up that they are doing what you have
asked them to do --- is counter-
''Most people want to do a really good
job and will do their best if they're
allowed to,'' he says. ''Even the chief
executive officer of BHP has to trust his
senior employees because he can't run
the show himself. If people are having
concerns they have to feel comfortable
to come and say so.''
Haileybury has encouraged Mr Glass to
run strategic education development
courses for teachers at the school at
middle management level. Some are
new to their role, some aspire to go
higher, some just want to do their current
''At their last session I asked them what
they thought might be the attributes of
effective leaders in schools,'' he says. ''The
results were interesting. Passion, clear
goals, effective communication,
empathy, inspiration, honesty,
genuineness, being knowledgeable,
having a sense of humour, being fair and
leading by example. The whole range
seemed to relate to integrity.''
He says that relationships are
extremely valuable in schools and are a
foundation for leadership. School
managers must have, or develop
emotional intelligence and they should
also have personal values related to the
''Leadership is built on mutual respect,
passion and enthusiasm,'' he says.
(Haileybury offers the IB and has two
major priorities: to become a great world
school through academic excellence and
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