School management: methods, tools and reflections for effective leadership

Managing schools is a delicate art that requires strategic vision and deep empathy. In this complex maze of educational objectives, diverse needs, and constant challenges, the role of the school leader is central. This guide explores the methods, tools, and insights that enable effective leadership, emphasizing the leader's strategic role, the tools and methods at their disposal, and the issues and challenges they face. Discover how to navigate this complex symphony to make every school a hub of knowledge and inspiration.

Summary :

1. The strategic role of the head of the institution

2. Tools and methods for effective management

3. Issues and challenges in managing schools

The strategic role of the head of the institution

Educational guidance and team management

The head of the institution is the first link in the implementation of educational projects. Their active involvement is essential to provide the necessary impetus for their realization.

This momentum, instilled by the headteacher, has a positive impact on the motivation of the teaching staff. When the leader sets an example through their commitment, it creates a motivating atmosphere within the teaching teams.

The leadership provided by the head of the institution fosters cohesion and coordination of educational activities. It allows teachers' practices to be aligned with the objectives of the school's project, leading to greater pedagogical effectiveness and ultimately ensuring the success of all students.

Administrative and financial management

The head of the institution faces numerous administrative and financial tasks. They must manage the institution's budget, optimizing allocated resources and seeking additional funding. This requires rigorous monitoring of expenditures and revenues, as well as a strategic vision for prioritizing investments.

To meet this challenge, the head of the institution can rely on effective financial management tools and a competent administrative team. Ongoing professional development in these areas and sharing experiences with other heads of institutions are also key to improving efficiency.

Relations with external partners

As Antoine de Saint-Exupéry pointed out, "To create links is to set out on a journey." This quote takes on its full meaning when it comes to building relationships with academic authorities, local communities, and partners of a school.

Opening the school to the outside world is essential for enriching student learning. Collaborating with local stakeholders helps to give meaning to lessons by grounding them in the realities of the local area. This also promotes the future professional integration of young people by introducing them to the economic and social world around them.

Beyond its educational value, building partnerships is essential for the smooth operation of an institution. Regular communication with supervisory authorities ensures effective coordination and the achievement of set objectives. Working closely with local communities facilitates day-to-day management and projects to improve facilities and equipment. Forging these connections empowers us to collectively address the educational challenges of today and tomorrow.

Tools and methods for effective management

The school project

The school's strategic plan plays a crucial role in the strategic management of a school. It defines the educational and pedagogical directions for the coming years, in line with national and regional objectives.

However, developing a relevant and unifying school project is not easy. It requires a participatory approach involving the entire educational community: teachers, staff, parents, and students. A shared assessment must be conducted to analyze the school's strengths, weaknesses, and specific needs.

The solution lies in the collaborative development of the project by representative working groups. Regular discussions within the academic council and the board of directors allow for the refinement of strategic directions. Once adopted, the project provides a clear roadmap for everyone involved.

A true compass for the school, the project sets a course and gives meaning to its actions. It serves as the guiding principle for daily operations, both for educational choices and for team management. A well-conceived and collectively supported school project is a powerful lever for the success of all students.

The performance contract

The performance contract is a key tool for aligning the school's policy with academic and national guidelines. Concluded between the school and the academic authority, it defines the objectives to be achieved, in connection with the school's strategic plan.

For optimal consistency, the performance contract and the institutional project are developed in parallel, for a period of 5 years. This allows for setting a clear course in terms of priorities and success indicators, while leaving the institution a degree of autonomy to adapt to its local context.

Consultation bodies

Several bodies facilitate consultation and management within schools:

• The teaching council, chaired by the head of the school, promotes collaboration among teachers on the coordination of teaching, the organization of school activities, and teaching methods. It makes proposals on the implementation of the school's strategic plan.

• The board of directors, composed of representatives from across the educational community, deliberates on matters relating to the school's pedagogical and educational autonomy. It adopts the school's strategic plan and performance contract.

• The school-college council, jointly led by the principal and the primary school inspector, aims to strengthen educational continuity between primary and secondary school. It proposes actions to improve student monitoring and ensure better communication between the two levels of education.

• Teaching councils bring together teachers by discipline to exchange on teaching methods, monitor students and formulate proposals on the school project.

Ensuring these bodies operate in a spirit of dialogue and cooperation is essential for concerted and effective management in service of student success.

Assessment and management tools

School principals have several tools at their disposal to help them manage and evaluate their school:

• The APAE indicators (Aid for the Steering and Self-Evaluation of Establishments) which allow the establishment to be situated in relation to the department, the academy and the national level over 5 school years.

• The IVAL (high schools) and IVAC (middle schools) added value indicators measure what the institution contributes more or less to student results compared to expected rates.

• The eMundus application simplifies the management of applications and admissions for all types of training (Bachelor's, Master's, summer courses). It allows for the customization of application spaces, simplifies communication with applicants, and enables the scheduling of campaigns in advance.

The head of the institution must use these tools to establish a shared diagnosis, set objectives in the institutional project and the objectives contract, and guide educational and teaching actions accordingly.

Issues and challenges in managing schools

Increased autonomy and responsibility

As Antoine Prost pointed out, "the role of school principals is crucial: each one gives their school its own unique style." This statement takes on its full meaning in the context of the increasing autonomy granted to schools.

This autonomy implies new responsibilities for school leaders in terms of management. They must define a clear and coherent school policy, in consultation with the entire educational community. This involves developing an ambitious school project, setting objectives adapted to the local context.

Effective management must also be based on a thorough analysis of the institution's performance indicators. Exam pass rates, school climate, and staff quality of work life are all areas to examine in order to identify areas for improvement. Participative and supportive management will foster everyone's commitment to a dynamic of progress.

Autonomy is therefore an asset for developing tailored educational and pedagogical responses. But it comes with increased responsibility for school leaders, the true drivers of change, who are responsible for the success of all students.

Human resources management and management

Human resource management and leadership present specific challenges in the school context. On the one hand, the autonomy of teachers and the particular hierarchical structure of schools lead to a different managerial approach than in the private sector.

However, school leaders must foster team spirit and unite efforts around the educational project. This requires strong leadership based on listening, consultation, and valuing everyone's skills.

The key lies in appropriate management that combines respect for pedagogical autonomy with strategic direction. Developing a collaborative culture, proactive workforce planning and skills management, and high-quality social dialogue are essential levers for meeting educational challenges in a constantly evolving environment.

Student success and school performance

School leaders have several levers at their disposal to promote student success and improve overall performance:

• To promote innovative educational projects by leveraging the creativity of teaching teams. This helps to give meaning to learning and to motivate students.

• Optimize the use of human and financial resources according to the priorities of the institutional project. Rigorous budget and resource management allows for greater flexibility.

• Developing partnerships with local stakeholders (businesses, associations, local authorities, etc.). Opening the school to its environment enriches teaching and promotes career guidance and integration for young people.

• Promote collaborative work within teaching and educational teams. Establishing a collective dynamic allows for greater consistency in actions and more effective student monitoring.

• Implement results-based management using relevant indicators. Regular data analysis fosters shared understanding and allows for adjustments to actions for continuous performance improvement.

Educational and digital innovation

Educational innovation is a major challenge in adapting schools to societal and technological changes. However, driving change within an educational community is not easy and requires strong leadership.

The headteacher plays a key role in creating a climate conducive to innovation. They can encourage experimentation with new practices by giving teachers more autonomy. Promoting and disseminating innovative initiatives through dedicated discussion sessions helps to spread good ideas.

Finally, digital equipment in schools opens up new educational opportunities. By training staff on these tools and supporting projects, the headteacher fosters the development of their use. A digital coordinator can be a valuable asset in this role of driving change.

In short, effectively managing a school requires a strategic and participatory approach, supported by appropriate tools and methods. The headteacher, acting as a true conductor, must mobilize the collective intelligence of the teaching and support staff around a unifying project. With good communication, hands-on management, and vibrant consultation bodies, they can create the conditions for an environment conducive to learning and innovation. eMundus solutions, by simplifying admissions processes and streamlining the student experience, are valuable assets for enhancing the attractiveness and performance of schools.