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Why Should Anyone Be Led By You? NEW PREFACE by Gareth Jones, Rob Goffee

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THREE

Take Personal Risks

REMEMBER THE SCHOOL HEADMASTER, John Latham? He deliberately began his tenure in low-key, pragmatic fashion, fixing the small things that got in the way of his staff and their performance. This helped him connect to his new colleagues and win their confidence.1

It did not take long for Latham’s personal energy and passion to shine through. The school was quickly designated as a “beacon school”: a model of what can be achieved in public education.

As is virtually always the case, John Latham has flaws that represent the flip side of his strengths. His enthusiasm can overwhelm him to the point where he has trouble, for example, organizing his work and managing his time. Latham’s secretary is grateful for the invention ...

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