Name: Chris Townsend

Title: Head

Organisation: Felsted School

Head at Felsted School since 2015, having previously been Deputy Head. Also worked at Stowe, Dean Close, and Ardingly. Currently on the Board at Essex CCC, Governor of an HMC School, and ISI Inspector. Still trying to be involved in sports, particularly cricket and running.

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We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

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Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

I believe that there is only one way to build trust, and that is through open and honest communication. That means listening to others, but also being clear with others when a decision has been made, even if it is unpopular. Trust is hard-won and easily lost, so this needs to be ongoing and consistent. I believe that being visible and approachable is also really important, so that people are confident to bring issues to you, so that they can be addressed quickly.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Mission is the 'why' that lies behind whatever you do. This needs to be simple, clear, and easy to understand, and everyone involved in the organisation should be able to say what it is. The vision is a bit harder to define because it is much more multi-faceted. I would say that it is the imagined future of the organisation, and needs to be carefully created and curated by all stakeholders.

The mission should (largely) stay fixed, so that it can be properly understood, but the vision will adjust and adapt over time, in response to the current climate and future opportunities. While everyone will have some idea of the vision, it would be quite typical for everyone to have a slightly different sense of what this is, depending on their own perspective.

3. How can a leader empower the people they're leading?

Show enough trust in order to enable people to take responsibility for their role. Make sure that they have the skills required, and where they don't, enable them to be able to develop those skills. Encourage a culture in which it is OK to try and fail, as long as you learn from that experience.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

The best piece of advice that I have ever received was from a former rugby coach of mine, who was also a Housemaster when I was first teaching. His advice to me was never to take anything personally - in most cases, it really isn't personal, and on the few occasions that it is, you are far better off thinking that it isn't!

One of the best pieces of advice that I have been given as a Head is not to make any decisions in a corridor (or anywhere on the move!). It is easy to be caught off guard and commit to something that you haven't been able to consider properly, and that will come back to hurt you later. Much better to thank someone for the idea and ask them to come and tell you more about it later, when you can weigh it up and work out how to make the most of it.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

The most important skill to learn in leadership is good delegation, because without this, you cannot develop your team, and you will not cope with the workload. It will be almost impossible to think strategically. This is something that you have to think about every day, and in every task, in my experience.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Always plan your time so that it can be used effectively, including family time and leisure time, where possible. I always post myself future reminders for things that need to get done, but might fall off the list, and I use daily and weekly checklists in order to try to make sure that I don't miss things. I also make sure that my PA is on top of what I am supposed to be doing!

7. What advice would you give to a young leader who is struggling to delegate effectively?

You have to find a way to do this. I think the most helpful would be to take a specific example and talk it through in detail. It is really only by doing this effectively and seeing the difference that it makes that someone can really learn the importance of delegation.