Name: Abigail Alexis-Olubuyide

Title: Primary Headteacher

Organisation: Nord Anglia Education

Abigail brings with her a wealth of experience and expertise in the field of education, accumulated over a career spanning 16 years. Influenced greatly by her parents, who held esteemed positions in the education and medical sectors, she grew up with a profound appreciation for the transformative power of education. After starting a family in London, Abigail decided to pursue her professional aspirations in an international setting, seeking new opportunities and challenges abroad.

With an impressive academic background, Abigail holds a BSc. in Psychology from Brunel University London, a Postgraduate Certificate in Primary Education from the University of Greenwich, and a MA. in Educational Leadership and Management from the University of Nottingham.

Her commitment to continuous professional growth is evidenced by her attainment of a National Professional Qualification in Headship (NPQH) from the Best Practice Network, and she is currently working towards a Doctor of Education in Organisational Leadership. Abigail currently serves as a leader at a prominent international school in Beijing, China.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

I hope Abigail's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. What have you found most challenging as a leader?

I have found balancing post-pandemic stakeholder expectations with staff well-being a challenge. This is because as a leader I need to prioritize my teachers' mental health and ensure that the school implements supportive programs to help navigate expectations post-pandemic.

I have found maintaining clear and timely communication about increased expectations is crucial. It requires a delicate balance to drive performance without compromising the well-being of teachers who contribute to the school's collective success.

2. How did you become a leader? Can you please briefly tell the story?

I began my journey as a leader through a progression from a teacher in the UK and the UAE to a Head of Year, followed by a role as a Deputy Head of School. This path eventually led me to become a Headteacher in the United Arab Emirates, and later, I transitioned to Beijing to continue in the same role.

Throughout my career, I demonstrated a natural talent for problem-solving and school improvement, a trait that emerged early in my teaching career. This internal drive has consistently fueled my commitment to enhancing the educational experience for children and staff, guiding my evolution as a leader.

3. How do you structure your work days from waking up to going to sleep?

My day is structured with a focus on contributing toward my short and long-term goals. I wake up at 3:30 am to meditate and exercise, and then I complete reading tasks related to my Doctorate of Education in Organisational Leadership until 6:30 am. After this, I go downstairs and prepare fruit for my children to eat during their mid-morning break at school.

I leave for work at 7:30 am and return home from work around 6 pm.

As a family, we will have dinner shortly after my return and then we tend to spend a considerable amount of time debriefing the day over dinner.

My evenings involve supporting my children with homework, finishing off work tasks, or reading/talking with my husband before settling down to an early bedtime, typically before 9 pm.

4. What's a recent leadership lesson you've learned for the first time or been reminded of?

A recent and valuable leadership lesson I've gained centers around the art of prioritization. In leadership, especially when confronted with an abundance of tasks and responsibilities, I've come to appreciate the significance of discerning between tasks. This involves a thoughtful evaluation of tasks that give the most returns, those that take us closer to our overarching goals and busy work.

The realization that not all tasks are created equal has prompted me to allocate my time and energy judiciously. By focusing on activities that align with my school's priorities, I've observed a marked improvement in my productivity and outcomes. This lesson in prioritization extends beyond simple time management and into strategic decision-making, ensuring that my efforts are concentrated where they matter most.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

The book that has left a profound impact on me is "Good to Great" by Jim Collins. Its transformative insights resonated deeply with me at a time in my life when I was hungry to be more. The book emphasized the notion that settling for 'good' can hinder the pursuit of 'greatness.'

I am a believer that we are our product so it was easy for me to identify with Jim's exploration of companies transitioning from mediocrity to sustained excellence. The book inspired me to foster a mindset of continuous improvement and strive for greatness in every aspect of my leadership and organizational development.

6. If you could only give one piece of advice to a young leader, what would you say to them?

My advice to a young leader would be to stay true to yourself. While it is important to continually strive for improvement, recognize that you are already enough as you are. Authenticity forms the foundation of effective leadership, allowing you to connect genuinely with others and navigate challenges with integrity.

Embrace your unique qualities, learn from experiences, and let authenticity guide your journey as a leader. If you feel like you do not belong in a job, you probably do not--don't force it.

7. What is one meaningful story that comes to mind from your time as a leader, so far?

A significant chapter in my leadership journey was the decision to relocate my family from the UAE to Beijing. It was a bold move, filled with risks and uncertainties, yet rooted in careful strategy. This experience taught me the importance of daring decisions, ones that may seem unconventional but align with a broader vision.

The courage to step outside my comfort zone and pursue an opportunity in Beijing was transformative. It underscored the notion that sometimes, the life you envision for yourself and your organization lies on the other side of unconventional choices. Embracing calculated risks and navigating the unknown can lead to unexpected growth and success, emphasizing the value of being strategically daring within leadership.