Would you rather deal with a 60-page, jargon-filled strategic plan or a succinct plan on a page that outlines everything a team needs to know?
For Gilberthorpe School principal Andrew Wilkinson (and, we wager, most people), the answer was never in doubt – keep it simple.
But upon discovering the complexity of his inherited plan, he realised it might be quite the project.
Spring cleaning the strategic plan
Gilberthorpe was Andrew’s first principalship – and in terms of strategic planning, it was a stern opening test.
“I’ve seen strategic plans and charters that are a hundred pages long and only the principal’s name on it. You’re being directed from point 2.2 to appendix 15c to sub-section V, it’s just a nightmare to work through – let alone get anybody else interested in.”
“It’s also totally at odds with how I like to work. I like things to be short and snappy – get in, get it communicated clearly, and get it done.”
Having struggled to find strategic planning development in the work introducing him to principalship, Andrew sought something a bit more advanced – and found it in the Strategic Leadership for Principals Programme.