It is often said that educationalists are resistant to change. In reality, resistance is rarely about reluctance. More often, it is rooted in identity, values and a genuine concern that change may erode what makes education distinctive. When people care deeply about their work, they naturally want to protect it.
Progress requires leaders to recognise this. Change imposed at people typically fails; change shaped with people stands a far greater chance of succeeding. The most effective leaders approach transformation with clarity and empathy, taking the time to explain the “why” in straightforward terms and engaging colleagues early, not once decisions are finalised.
Successful change also depends on showing what will stay the same, not just what will shift. In a sector where continuity, mission and purpose matter, reassurance is as important as ambition. And building the adaptive capacity of teams — through development, honest dialogue and shared problem-solving — is essential long before change becomes urgent.
Ultimately, change succeeds when people feel ownership. In a knowledge-rich sector built on enquiry and collaboration, ownership is created through conversation, transparency and trust. Leaders who understand this don’t simply deliver change — they build commitment, confidence and alignment.
We will be developing this theme and others throughout 2026, including convening a discussion event for sector leaders to reflect on these issues and share practical perspectives.