How to Manage the Highs and Lows of Rapid Growth
Be careful what you wish for.
When we started the Trust, it was always our ambitious to have lots of schools.
I would love to say with hand on heart that this was so we could have the maximum positive impact on the lives of our children and our employees; so that we could take the excellent practice in our schools and share it more widely. That was certainly part of the reality.
But I also think that we were ambitious and excited and rather naïve. Eight years and ten schools on, I think we have had at least our fair share of ups and downs, have learnt not to judge a book by its cover and have tried to retain our courageous optimism, boundless creativity and heartfelt compassion whilst dealing with the blows, struggles and failures we have faced.
We are now in a year of growth. Three schools joined us in November and another has just been approved by the DfE. This is great. Our examination results are good. Financially we are viable with reasonable reserves. But this success has not brought peace, tranquillity and calm. We are stretched, overworked and tired. We get grouchy with each other and about each other. Our systems are straining. We are overloaded.
In 2016, Zook and Allen wrote The Founder’s Mentality. Part of the book deals with how to overcome the predictable crises of growth. Their extensive research and experience through consultancy work led them to conclude, “Growth creates complexity and complexity is the silent killer of growth” (2016:1). They add, “You have to build new systems to handle escalating complexity” (2016: 46) or as one of our leaders puts it, “What got you here, won’t get you there.”
They summarise the feelings you have in a period of growth brilliantly: “You’re growing successfully and are working harder than ever, but with each passing day you feel more and more overwhelmed” (2016: 46)
This is not a comfortable place to be. And we chose it. We sought it out. We wanted this.
So how do you deal with this paradoxical situation where one of your greatest ambitions is creating your greatest headache?
Zook and Allen suggest there are six key ways to combat overload:
- Open up lines of communication
- Celebrate and reward front line heroes
- Make constant improvement a focus
- Codify best practices
- Keep staff focused on core practices and customer needs
- Introduce measures of employee engagement and customer advocacy
In 2021 during our last growth spurt, I shared these ideas with every senior leader in the Trust. I shared them again this week because they are so helpful and because, in our business busyness, we had almost forgotten them.
None of these ideas is new or revolutionary or special. In fact, even combined, they do not light up the page or the World. But they are not there to blaze a trail; they are there to bring calm, security, predictability and positivity in the midst of turbulent times.
It is great that we are growing at LIFE as many trusts are and that we have the opportunity to make a difference every day for hundreds of children. These six steps may just give us the comfort and clarity we need to actually enjoy the wish that is coming true.
Julian Dutnall,
CEO, LIFE Education Trust
