DEPERCHMENT

For many a year I have pondered the notion of ‘deperchment’. Deperchment is a process whereby principals and other organisational leaders, metaphorically, are like birds on a tree branch. ‘Up there’ looking down on the domains of their responsibilities, they become easy targets for those who would like to take pot shots at them, aiming to destabilise them for an array of reasons. It may be the leader is doing a poor job and seems to be cocooned from replacement by the system. It may be those within the system at all levels taking aim and not always for legitimate reasons. It may be a parent or community member winding up at the poor leader through system channels for perceived poor performance. 

Deperchment as a potential end-point means leaders are often insecure, hesitant, and worriers about the target on their backs. Deperchment is anathema and a sad reality of leadership life.
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TOP PRIORITY

For me, the best of all leadership outcomes over the years stemmed from being able to make a difference, a real difference for both staff and students. I used to get into some degree of difficulty at times with hierarchy for minimal or lagging compliance with commands and demands. That was often a structured response and one for which no apology was due. Being a ‘people principal’. Knowing and being known to staff and students really mattered. People development was (and still is) a key priority for me. I know it is for all of us but it is easy to get sucked into the maelstrom of organisational perspective – which can lead to diminishment of effort at the coalface