There's a particular kind of leadership trap that nobody warns you about: the one where everything is going so well that you stop noticing why. Richard Wheadon spent the first decade of his career in a high-performing London school where great culture, strong professional development, and collaborative leadership were simply the norm. It wasn't until he moved to a new school in the Northwest that he realised none of it had been accidental, and that his confidence had quietly tipped into assumption. This episode, built around Richard's honest account of that transition and the humbling moments that followed, including a candid conversation with Ross McGill that stopped him in his tracks, is essential listening for any leader who has ever walked into a new context expecting their old success to travel with them.

What if the principles that help students learn could also transform how you lead? This episode explores the powerful concept of the "science of leading" with Meg Lee, co-founder of Learning Science Partners and an internationally recognised advocate for evidence-informed teaching and professional learning. Meg explains why our leadership moves often fail when we act on "brittle knowledge," just enough understanding to be dangerous, instead of fostering the deep, flexible understanding needed to navigate complex organisations. This is a critical conversation for any leader feeling the tension between urgent action and sustainable implementation.

England spends £1 billion a year on teacher professional development, yet a poll of school leaders found that just 1% said it led to lasting change in practice. This episode examines why that gap exists, drawing on a landmark 2025 report from the Teacher Development Trust, which surveyed over a thousand teachers and leaders across England. The findings are stark, but the patterns, as Shane argues, are universal and if you lead a school anywhere in the world, the problems will feel familiar.

How do we truly know if someone is a good leader? If your school relies on visible presence, constant busyness, or even a certain "look," you might be measuring the wrong things. In this thought-provoking episode, Shane is joined by experienced educator and leadership development specialist, Chris Baker, to explore the concept of 'poor proxies' for leadership. Inspired by Rob Coe's work on poor proxies for learning, Chris explains how schools often mistake correlated behaviours for the causal impact of effective leadership, potentially undermining leader well-being and organisational success.

Episode 151 is a milestone worth pausing on, and Shane uses it to do something he probably should have done sooner: properly introduce himself. Many listeners know the podcast but have never heard the full story of how Education Leaders grew from a simple desire for better conversations into a three-part organisation spanning a community, a coaching academy, and international school consultancy. This episode is Shane's honest account of those early uncertain months, the moment something shifted, and why he kept going long before he had any of it figured out.

What does it mean to lead a ‘British’ school in an international context today? If your school promotes ‘global citizenship’ but struggles to feel truly grounded in its local community, this conversation is essential. Shane is joined by headteacher and author Simon Probert, who argues that the future success of our sector depends on moving beyond a ‘rootless’ global identity. He introduces the powerful concept of ‘rooted cosmopolitanism,' building a school identity that is deeply connected to its local place and culture while maintaining its global outlook.

You explained it clearly, they nodded, and two weeks later three people did three completely different things. This episode tackles one of the most common and costly communication breakdowns in school leadership: assuming that because you said it, it landed. Shane draws on research from Cornell and Stanford, including the "tappers and listeners" study, to explain why even experienced leaders consistently overestimate how clearly their message has been received, and why just knowing about these biases isn't enough to fix them.

Selina Boyd, international editor of The Good Schools Guide, reveals what actually matters when parents choose schools for their children. With over a decade reviewing international schools and more than 1,600 schools assessed worldwide, Selina explains why authentic leadership isn't about what leaders say about themselves, but what parents and students say about them. This conversation challenges school leaders to rethink how they communicate their school's story in an era where parents are savvy researchers who trust other parents more than polished marketing materials.

You hired the wrong person, killed a working programme, or ignored a massive risk whilst feeling completely rational the whole time. This episode unpacks five cognitive biases that sabotage school leadership decisions constantly: anchoring, availability bias, endowment effect, groupthink, and optimism bias. Shane shares real examples from his own leadership mistakes, including a disastrous hiring decision driven by a compelling opening story, and explains why these mental shortcuts that usually help us actually wreck leadership decisions.

Instructional coaching should be a powerful engine for teacher development, yet so many school initiatives stall or backfire. Why? In this frank conversation, Dr. Gene Tavernetti joins Shane to dissect exactly where and how coaching programmes commonly fail. With over thirty years in education (as coach, teacher, counselor, administrator, and consultant), Gene pulls no punches on the systemic pitfalls, from treating coaching as a remedial tool to the crippling myth of total confidentiality. As author of Teach FAST and Maximizing the Impact of Coaching Cycles (John Catt Education) and co-founder of Total Educational Systems Support (TESS), Gene has spent nearly two decades training teachers and those who support them in providing the best instruction possible.

You know that feeling when you wake up with a weight on your chest, convinced you don't belong and everyone's about to find out? Shane gets vulnerable about a recent morning just like that: when a piece of work that wasn't his absolute best sent him spiralling into shame. This solo episode tackles the difference between "I did something imperfect" and "I am not good enough," and why that distinction matters so much for school leaders who hold themselves to impossibly high standards.

Why do schools continue using systems they hate? Jett Wolper from Sisi challenges the assumption that broken school systems are inevitable. Most educational technology wasn't designed for teachers, it was built for the people who purchase it, creating a 20-year legacy of platforms that work on paper but fail in practice. From timetabling that consumes enormous amounts of leadership time to communication scattered across WhatsApp, email, and multiple other platforms, these inefficiencies aren't just frustrating, they're directly contributing to teacher burnout and even affecting school admissions and finances.

What if being direct isn't the same as being clear? Shane challenges a core assumption in leadership advice: that directness equals clarity. Drawing on Edward Hall's work on high and low context cultures and a recent conversation with Eunice Okpotu about psychological safety, Shane introduces a quadrant framework that separates directness from clarity. He's seen UK heads who are incredibly direct yet leave staff confused, and Chinese leaders who never directly confront anyone yet maintain crystal-clear standards across their schools.

Dr James Mannion has noticed something telling when working with school leaders: ask them what proportion of change initiatives actually improved anything. Most estimate 10-20%, but when pressed about sustainable change with real evidence, that figure drops to nearly zero. Dr James Mannion, author of a comprehensive programme on implementation science, explains why this failure rate persists despite everyone knowing about it and more importantly, how schools can break the cycle. James reveals two deep-rooted issues: leaders aren't taught change management, and we default to top-down approaches that violate people's fundamental need for autonomy.

As 2025 comes to a close, Shane reflects on the year by counting down the five most listened to episodes of Education Leaders. The podcast has grown significantly, doubling in size just in the last six months and reaching around 150 episodes total. Whether you've been following along all year or you're brand new to the show, this episode gives you a curated guide to the conversations that resonated most with school leaders worldwide.

When Dr. Tamara Yuill Proctor began researching curriculum integration at secondary level, she quickly discovered that successful change wasn't really about curriculum at all. It was about understanding the character and culture of the school first: the people, their capacity, the school's history, and what the community actually needs. In this conversation, Tam shares findings from her doctoral research into how schools create meaningful change, focusing on a New Zealand school that hadn't changed its timetable in 25 years yet managed to transform its approach to learning.

Which breaks faster: trust in someone's competence or trust in their character? Shane explores Stephen Covey's framework that trust operates on two separate dimensions. Competence trust builds quickly through credentials, positions, and demonstrated capability, but character trust takes time to develop through consistent honesty and integrity. The crucial insight? While competence breaks slowly with each mistake being somewhat forgivable, character trust can shatter in a single moment. Shane shares a vulnerable story from his own leadership journey about a time he broke someone's trust and the lasting impact it had on that professional relationship.

When Sam Gibbs asked, "Are we any further forward in honestly trusting the teaching profession?", she hit on something uncomfortable. In too many schools, we've slipped into what Sam calls toxic accountability. Sam, Director of Education at Greater Manchester Education Trust and co-author of The Trouble With English, argues that school leaders need to start from one simple assumption: teachers are professionals who want to do right by children. This conversation gets into why we've become unhealthily dependent on external products, how to use evidence without ignoring what teachers know works in their classrooms, and why that matters for actually changing practice.

When Sam Gibbs asked, "Are we any further forward in honestly trusting the teaching profession?", she hit on something uncomfortable. In too many schools, we've slipped into what Sam calls toxic accountability. Sam, Director of Education at Greater Manchester Education Trust and co-author of The Trouble With English, argues that school leaders need to start from one simple assumption: teachers are professionals who want to do right by children. This conversation gets into why we've become unhealthily dependent on external products, how to use evidence without ignoring what teachers know works in their classrooms, and why that matters for actually changing practice.

When Sam Gibbs asked, "Are we any further forward in honestly trusting the teaching profession?", she hit on something uncomfortable. In too many schools, we've slipped into what Sam calls toxic accountability. Sam, Director of Education at Greater Manchester Education Trust and co-author of The Trouble With English, argues that school leaders need to start from one simple assumption: teachers are professionals who want to do right by children. This conversation gets into why we've become unhealthily dependent on external products, how to use evidence without ignoring what teachers know works in their classrooms, and why that matters for actually changing practice.