Developing leaders: Three Tips for Effective Line Management in Schools

In schools, where the pace is relentless and priorities can shift daily, line management is essential. As leaders, we’re not just there to check progress or address challenges; we’re there to develop the people we work with. Effective line managers don’t just support individuals in their current role: they help them grow - whether that means stepping into greater responsibility or becoming better at what they currently do.

I’ve had both great line management and some truly poor examples throughout my career, and the contrast couldn’t be more stark. With good line management, I’ve felt supported, challenged, and encouraged to grow, whether it was in developing my leadership skills or simply being trusted with new responsibilities. These positive experiences helped me develop a sense of confidence, knowing I had the right guidance and support to take the next step in my career.

On the flip side, poor line management can leave you feeling isolated, overwhelmed, and uncertain. I’ve experienced situations where communication was minimal, expectations were unclear, or feedback was unconstructive. This type of line management is not conducive to anyone.

It’s experiences like these that have reinforced how crucial effective line management is. Not only does it directly affect a person’s sense of purpose and confidence, but it also shapes their long term development. In a school environment, where leaders at all levels are constantly juggling competing priorities, line management is about far more than checking boxes. It’s about building relationships, offering support, and creating opportunities for growth. When done well, it helps individuals thrive, both in their current roles and as they prepare for the next stage of their career.

As an Assistant Principal, I line manage a mixture of senior and middle leaders, and I’ve learned that great line management is about balancing challenge, care, and clear communication. Here are three tips for managing others in a way that encourages development, even in the busiest of school environments:

1. Start With the Person, Not the Job

To develop the person you’re line managing you first have to know them. Their strengths, areas for growth, and long term ambitions. For senior leaders, this might mean discussing career pathways or helping them refine their strategic thinking. For middle leaders, it could involve building confidence in leading teams or strengthening classroom practice. Understanding who they are and where they want to go helps shape your support to align with their aspirations.

2. Revisiting Actions and Living Documents

One of the most effective ways I’ve found to manage line management meetings is by treating actions as a live, evolving document. It’s essential to have a clear system that track actions and includes healthy accountability.

I use a live document for example a shared Teams file which is updated weekly. At the start of each term, I populate it with key dates, deadlines, and themes for the term, such as data drops, curriculum reviews, or professional development focuses. Each week, we revisit this document in our meetings, adding notes, updating progress, and refining actions as needed.

For example, a middle leader might have an ongoing task to lead a review of homework policy. The live document could detail deadlines, the support they’ll need, and the outcomes expected. Each week, we check in, note progress supported by data, and adjust if necessary. For senior leaders, the document might include strategic priorities like whole-school initiatives or staff wellbeing projects, ensuring actions are reviewed consistently and aren’t lost in the busyness of term time.

Having a set agenda for each meeting is another essential element. Example agenda:

1. Updates on key actions from last week

2. Discussion of new priorities or challenges

3. Review of upcoming deadlines or events

4. Reflection and next steps

This structure ensures meetings remain focused and purposeful, and the living document ensures transparency and continuity. Everyone knows what has been agreed, where they stand, and what’s coming next. Over time, this approach builds trust and keeps both support and accountability at the heart of the process.

3. Support and Growth

Line management is about more than termly meetings or ticking off tasks ( I mentioned this earlier). To develop others, you have to show up consistently, even when time is tight. This doesn’t mean long sit downs every week. It’s about being a steady, reliable source of support. Whether it’s a quick chat in the corridor, a follow up email after a challenging day, or structured time for reflective discussion, being present reminds your team that you’re invested in their growth.

The ultimate aim of line management is to develop the person, not just help them perform their current duties. Whether someone aspires to senior leadership or wants to deepen their expertise in their current role, effective line management is about building their confidence, skills, and self awareness. It’s incredibly rewarding to see a leader step into a new challenge, not because they were told to, but because they felt prepared and capable.

The above is never simple, especially in the fast paced environment of schools. But when done well, it’s transformative. Great line managers don’t just help people survive the demands of the role - they help them thrive and prepare for the next stage of their leadership journey. You can create a culture where leaders at every level grow into their full potential.