Race and Leadership Roles in Schools – My Story

Written by Patrick Cozier
Patrick Cozier is a headteacher, a coach and the author of Calm Leadership.
Desire to be a Headteacher
I came into teaching because of a desire to make a difference to the lives of children. I have always believed that education has the ability to transform lives and create opportunities for young people. My own personal example is one that I always draw strength from. My parents came over from Barbados in the 1960s as part of the Windrush generation – my mother an auxiliary nurse and my father a postal worker. They came here with the intention of creating a better life for their children than they had experienced. Education was at the heart of this dream. And so, it began…
I started teaching in September 1994, in South London. I knew by 1996 that I wanted to be a Headteacher. Working in a school with a high number of Black and Asian children, I could see the impact that myself and some other Black staff in the school had on connecting with those students and providing role models to fuel their aspiration. I recognised pretty early that if we could have that effect as teachers, the potential for Black and Asian leaders to create a significant positive impact was huge. I wanted to be THAT person. From that moment on, everything that I did in my teaching career was done with the intention to propel me towards that aim.
For me it was interesting, because I did not at the time view being Black as a disadvantage. I felt very much as though it was one of my big selling points. I always felt that my ‘Blackness’ (i.e., my cultural heritage, skill set, adaptability, and shared experiences with children from African and Caribbean heritage) would place me in a strong position to lead a school with a mix of cultures. In the early days of my career, I did not see barriers – just dreams, ambitions and goals.
What I did not consider was that my own sense of value and self-belief was only half the story. The challenge was finding ways to ensure that others (in particular governors doing the selecting) could see in me what I saw in me. This was a much bigger challenge than I had anticipated, and I think explains to a large extent why there are comparatively few senior leaders and Headteachers from Black and Asian backgrounds represented in the profession.
Gov.UK – School Teacher Workforce February 2021 shows
- in 2019, 85.7% of all teachers in state-funded schools in England were White British (where ethnicity was known)
- 78.5% of the working age population was White British at the time of the 2011 Census
- 92.7% of headteachers were White British
| Ethnicity | % of the Working Population | % of
Classroom Teachers |
% of Deputies and Assistant Heads | % of Headteachers |
| White British | 85.7 | 84.9 | 89.7 | 92.7 |
| White Irish | 1.5 | 1.5 | 1.7 | 1.8 |
Source: School Workforce in England: November 2019 https://explore-education-statistics.service.gov.uk/find-statistics/school-workforce-in-england
The data in the table above gives a clear indication of the national picture. The percentage of White British teachers in 2019 (84.9) was almost identical to the percentage of the working population that was White British (85.7). The percentage of Headteachers who were White British at this time was 92.7, which shows an over-representation.
Contrast this with the same data for Black African, Black Caribbean and Black Other below.
| Ethnicity | % of the Working Population | % of
Classroom Teachers |
% of Deputies and Assistant Heads | % of Headteachers |
| Black African | 1.9 | 1.0 | 0.4 | 0.2 |
| Black Caribbean | 1.2 | 1.1 | 1.0 | 0.7 |
| Black Other | 0.5 | 0.4 | 0.2 | 0.1 |
Source: School Workforce in England: November 2019 https://explore-education-statistics.service.gov.uk/find-statistics/school-workforce-in-england
The proportion of Headteachers is a significant under-representation of Black heads and as compared to both the general working population and the proportion of classroom teachers.
What this points to is the comparatively poor progression that has been made in the profession for our Black African and Black Caribbean colleagues. So, what is the story here?
There are many theories for why the number of Black Headteachers is so low.
- Poor/biased recruitment processes
- Insufficient opportunities for development of our Black teachers in school
- Black teachers do not want to apply because
- they do not believe they will be given an opportunity or
- they do not see headship itself as an attractive prospect or
- They feel the situation of headship for a person of colour is precarious as they will be judged harshly if things go wrong
In my conversations with colleagues over the years I have encountered all of the above scenarios. It seems to be commonplace and the data certainly supports this view – that is, unless you believe in the meritocratic theory and your view is that there are just insufficient Black candidates who are up to the job. I personally can’t and won’t accept this as a position.
My own journey was nearly derailed by one line manager who tried to sabotage my first ever application for a senior leadership position. This was back in 2001. I was a head of year, and I was keen on promotion. I was confident and believed that I was ready. My line manager did not and told me so – I recall her specific words were ‘I would be worried if you were appointed to a senior leadership role’. Now to be fair, I don’t know whether my Blackness had anything to do with her view, but I do not that she failed to see the potential in me at the time.
However, I was fortunate in that I was confident, and my Headteacher at the time believed in my capacity to do a great job as a senior leader. His support turned out to be critical as following a very successful interview process I was informed by the school that I had applied to that the two references that they had received were in contrast – one very supportive and the other less so. I found that disappointing, but sadly predictable.
The Headteacher of the school that I had applied to (who in the end decided to appoint me) explained to me that what they saw and felt throughout my gruelling two-day interview process was more aligned to the reference from my Headteacher, than that of my immediate line manager – so they took a chance and believed in me. I haven’t looked back since.
But now I think… was I just one of the lucky ones?
Much can be done to change this situation. For example,
- The government should invest in the diversity of our sector and fund leadership development programmes for people of colour.
- Governing bodies need to think about their own makeup and be genuinely committed to proactively recruiting governors who represent the communities served by the school.
- Governing bodies also need to consider how a lack of diversity influences the decisions they make when recruiting senior leaders – in particular they need to seek out training in unconscious bias and use their learning from that to shape thought and process.
- More of our current crop of leaders of colour need to adhere to the ‘each one, teach one’ mantra – we have to give back and help our more junior colleagues navigate their way through the system the way that we have through coaching, mentoring and offering opportunities for work experience and shadowing.
Afraid of own shadow
I started my first headship at the age of 34 in September 2006, just 18 months after I have first become a deputy. It was sooner than I had anticipated, and it was scary. Despite my clear ambition to be a headteacher, I was not expecting it quite so soon. And the truth was, I was not quite ready for what I was taking on. I think I was scared of my own shadow! I was confident that I could learn quickly (and boy, did I have to!), but the journey was a very challenging one and extended me in ways that I did not know was possible.
I was an internal candidate. I applied for the job because I wanted to take advantage of the experience of applying for headships and going through the process. I applied because I was convinced by those around me that I would be a good candidate for the job. I applied because I wanted to compare myself to the competition. Never (and I mean like, ever) did I imagine I would get the job, until the second day of interviews when I was down to the final three candidates from over 30 applicants. Then it hit me… This was REAL! After I was successful on day 2 and I was offered the job, I responded by asking the then Chair of Governors, ‘Are you sure?’. In hindsight, that was a silly (albeit honest) thing to say based on how I felt at the time.
I was excited, but also petrified. To talk about ‘imposter syndrome’ would not do how I felt at the time any justice. I remember saying to my coach (who was a very experienced ex-headteacher) that I just couldn’t get used to the feeling of constantly being on the edge of my comfort zone. It was just not something that I was prepared for.
The first few years were tough and represented a very steep learning curve. My first challenge was not so much about leading the school as leading my colleagues. I was the last one in – the young pretender. Suddenly, I was thrust into having to manage a team of people who were more experienced than I was and who had been at my school for longer than me. My confidence to make decisions when others who I had great respect for, and a sense of awe in some cases, disagreed.
There was also the added pressure of being a young Black Headteacher, at the time one of only 11 secondary school male Black Headteachers of African-Caribbean heritage in the UK. I felt proud, but also daunted. I enjoyed the wearing the cloak of representation. A particular source of joy and strength for me was hearing from Black parents how pleased they were to see me in my role and how much they were rooting for me. That always touched me (and still does) and I used it as fuel to overcome some of the fears of the role. I have always embraced this responsibility as a privilege rather than a burden. However, it is not easy.
The need to be extra-vigilant about what one says is tough and draining. The feeling of being a lone voice at the many tables at which one sits in Headship and as a system leader can be frustrating and dispiriting. These all make the job much more demanding as a person of colour.
However the biggest difficulty that I had as a new Headteacher (and admittedly still now at times) was the propensity that I had for editing myself. It is hard to explain, but as a Black person in a position of leadership there are certain stereotypes about Black people that you are aware of and wish to avoid. I found myself minimising certain aspects of my culture and natural state of being. Below are some examples, with differing degrees of seriousness.
- Turning down my music in the car as I drive through the gates in the morning – not wanting other staff to hear the beautiful thumping reggae beats that set up my positive and confident mood for the day.
- Being cool and calm at ALL times. I was very aware of the stereotype of the ‘angry Black man’, and I never wanted to fall foul of this.
- Restricting the desire to challenge racism whenever and wherever I witnessed it. As a Black person you see it all the time in various different explicit and implicit guises and you want to call it out – but the editing process leads you to pick your battles carefully as you don’t want to be seen as that Black person where ‘everything is about race’.
- I edited my accent. Around friends and family it is entirely natural to speak in our heavy patois dialect. There were times in the early days where I wanted to do so with Black colleagues or students to accentuate that connection and shared experience through a shared language, but the pressure of being the Black Headteacher prevented me from doing so.
When I reflect now on how important these issues are, the conclusion that I draw is that they are crucial. It isn’t so much about the trivial nature of some of the edits described above. There is something more fundamental taking place in my view that gnaws away at the very purpose of diversity. Having diversity in leadership can only make a difference if leaders bring their diversity in with them as they travel through the school gates. To edit oneself is to lose the very difference that your diversity can make. It essentially turns everyone into a middle-class white man.
Based on my reflections of my own journey and experiences, I now make a point of telling our young aspiring Black leaders to be themselves. I tell them that their authenticity is actually what matters the most. They each can bring something different to the role if they are prepared to be brave and resist the temptation to edit.
In the early stages of my headship, I had great support from a range of coaches that I saw in my first few years in post – and each helped me significantly in very different ways. As well as the need to feel like I was worthy of the job, I had that added need to stop falling to the temptation of editing myself. I learned a lot from my coaches. The helped me make sense of my experiences and supported the development of the sense of perspective that I have honed over time. However, my early struggles were tough – and when I think of it now, I reflect on how I might have changed the nature of that support if I could go back as an experienced leader now and help my younger, less experienced self. I have been developing something I refer to as ‘Calm Leadership’ as a means of addressing this (What is calm leadership and why is it important? (sec-ed.co.uk)).
Getting Diversity in a Team Which Is Not Diverse
Although diversity in leadership is the ultimate aim to ensure that leadership is inclusive in its purpose and function, the reality is that many teams are not there in terms of the representation among the leadership. Getting the team to that point is a long-term strategy. In the meantime, it is important to find ways to work with what you have to increase awareness, understanding and to promote diversity of thought and approach.
I have a leadership team that is not diverse. We represent a school community that looks different from the team of senior leaders who are there to represent them. The same is true of my wider staff body. We have done a number of things over the last couple of years to try to move things forward. Some examples are shared below:
- We got our leadership team to read the book White Fragility by Robin DiAngelo and Brit(ish): On Race, Identity and Belonging by Afua Hirsch and to reflect on their own views, perspectives and practice
- Presentation from the me to staff on my own journey to being a Headteacher – sharing my experiences as a Black boy in North London to a Black man
- We showed staff videos recordings of our Black and Asian students talking about their experiences at our school
- We weaved our equality targets into our SDP – so every other departmental plan must reference this
- All student data is broken down and analysed by a range of sub-criteria including ethnic background
- We have a Racial Equity governor
- We have created a Student Cultural Diversity Forum (early stages)
- Zero tolerance of any racist behaviours – even against ‘your own’
- Staff have received training in unconscious bias
- We have reviewed our approach to promoting positive behaviours utilising the skills and experience of an external behaviour specialist
- Every member of staff was given the opportunity to have a book on anti-racism brought for them to read for the summer – 65 took up the offer! We have met twice since September to review, learn and apply
Race and Leadership Roles in Schools
Race matters. Visibility matters. Diversity matters. In leadership roles, they matter even more… so long as they actually make a difference.
Authenticity is the key. We have to train people to be their authentic selves as diverse leaders in order for the diversity of their experiences, backgrounds, thinking approaches and views to bring something different to the table.
In order to benefit from this, we need to make sure that we are doing more to encourage and bring the talent pool of ethnic global majority leaders through the system. We need to get more Black and Asian teachers into the profession and then help them progress their journeys through to leadership. To do this we must carefully consider the current barriers and blockers as to why this is not already the case and find ways to overcome them. This will take leadership at all levels, from the UK Government, down to Local Authorities and Multi-Academy Trusts and ultimately with the school governors and leaders.
If Black and Asian Leaders succeed, then everybody does!
Everyday Sexism: A Powerful Call to Action from Laura Bates - What Schools Can No Longer Ignore

Written by Hannah Wilson
Founder and Director of the Belonging Effect (formerly Diverse Educators).
When Laura Bates, founder of the Everyday Sexism Project, addressed the room of boarding school headteachers and senior leaders, her message was not abstract, ideological, or optional. It was urgent, and it was evidence-based.
Drawing on what is now one of the largest datasets of its kind – over 250,000 testimonies, many from children – Bates laid out a reality that schools are already part of, whether they recognise it or not.
This Is Not a “Girls’ Issue”
One of the clearest points: sexism is not about being “anti-boys.” It is instead about the ecosystem young people are growing up in. Rigid gender stereotypes harm everyone – shaping body image pressures for both girls and boys, narrowing subject choices, and reinforcing harmful expectations about relationships, power, and identity.
The idea of a “gender war” or “battle of the sexes” is not only misleading, it actively prevents progress. Instead, Bates reframed the issue: this is about culture, not conflict.
The Scale and Subtlety of the Problem
Some statistics that she shared were stark and made me feel really uncomfortable, despite being familiar with most of them:
- 86% of women in the UK report experiencing sexual harassment
- 72% of women report sexism in the classroom
- 71% of 16-year-old girls report being called “slut” or “slag” on a weekly basis
But just as important is what Bates called “subtle sexism.”
This is the quiet shaping of expectations:
- which subjects feel “appropriate”
- how physical spaces exclude women and girls
- whose voices are taken seriously
- how authority – especially female authority – is undermined
These are not isolated incidents: they are cumulative; they are structured; they are reinforced through media, advertising, peer culture, and increasingly, algorithms.
Language Matters More Than We Admit
The distinction between “groping” and “sexual harassment” is not semantic – it is cultural. So too is the shift from focusing on victims to naming perpetrators, and from passive bystanders to active upstanders. Language shapes what young people think is normal, tolerable, or reportable. If we minimise behaviours in how we speak about them, we normalise them in practice.
As a former English teacher, and now DEIB trainer, the power of language and our language choices are something I think about a lot and explore with our clients regularly.
The Online World Is Not Separate From School
A major theme was the widening gap between adults and young people in digital spaces. Most educators and parents are not digital natives. Yet, their students and their children are.
This gap matters because the online environment is not neutral – it is actively shaping attitudes:
- Influencers like Andrew Tate have amassed billions of views
- Algorithmic pathways can lead users toward extreme misogynistic content in minutes
- Exposure to pornography is now commonly reported around age 13
Bates referenced the “manosphere” – a network of online communities where ideas such as “AWALT” (“all women are like this”) circulate and harden. This is not fringe content. It is mainstream, accessible, and often gamified.
A New Frontier: AI and Exploitation
If that was not enough for us to deal with in our schools and in our homes, then the emerging technologies that are accelerating the problem are the next challenge we face:
- Deepfake and “nudify” tools enabling new forms of abuse
- AI “girlfriends” reshaping expectations of relationships
- Gamified, exploitative systems rewarding harmful behaviour
- Poorly regulated virtual spaces (including metaverses) lacking safeguarding measures
The direction of travel is clear and really concerning. I am conscious that I am not a parent, I am no longer a headteacher and I have recently stood down from being a trustee who led on safeguarding, but I care deeply about our sector, about our society and about our young people. So sitting in a room of school leaders I felt the palpable weight of responsibility on their shoulders as they began to process the enormity of what is rapidly attacking our schools and our homes.
The Youngest Are Most at Risk
Perhaps the most sobering insight: the youngest generation is not the most protected – it is the most exposed. Grooming, radicalisation, and exploitation are no longer rare nor exceptional risks. They are structural features of the environments young people inhabit – and schools sit at the intersection of all of this.
So What Can Schools Do?
Bates did not leave the room without direction but offered some practical advice and signposting.
Effective responses are not one-off assemblies or reactive policies. They are cultural and sustained:
- Start early: challenge gender stereotypes in early childhood
- Explore openly: normalise discussion of relationships, consent, and respect
- Intervene consistently: address language, behaviour, and culture in real time
- Encourage allyship: shift from bystanders to upstanders
- Support staff: particularly where female authority is undermined
- Involve parents: bridging the digital knowledge gap is essential
This is where she signposted organisations such as Tender, Lifting Limits, Beyond Equality, and Bold Voices are already doing critical work alongside schools.
A Cultural Shift, Not a Checklist
Perhaps the most important takeaway is this: sexism does not operate in a vacuum. It is built on foundations – early stereotypes, repeated messages, normalised behaviours.
Which means the solution is not a single intervention, but a process of deconstruction:
- recognising the patterns
- naming them
- and creating genuine alternatives for young people
This is not about removing choice – it is about creating it.
The Question That Remains
Bates left the audience with an implicit challenge to consider: not whether schools should respond – but whether they are prepared for what is already here, and what is coming next. She held up a mirror to remind us that the culture shaping young people today is moving faster than most institutions, so ignoring it is no longer a neutral act.
BSA – thanks for creating the space at the annual conference for this talk (and Gaelle thanks for the invitation to be in the room). Laura – thanks for the clarity and the data that you brought to the conversation.
Hidden neurodivergence in Headteachers: The cost of coping in school leadership

Written by Nadia Hewstone
Nadia is a certified executive school leadership coach. She left headship to start Destino Coaching and now supports school leaders with their own development as well as development of their teams.
I have worked with many neurodivergent headteachers and there are enough of us that it matters. It seems obvious to me that naming this would be a good place to start when exploring how we create cultures of true belonging in schools
Leadership in schools is still too often framed through a narrow set of criteria of what competence should look like. Headteachers are expected to be calm but not intense, visionary but not unconventional, relational but not emotionally honest, organised but without visible effort, resilient but never overwhelmed. It’s unrealistic if we are to make the role sustainable for anyone and impossible for colleagues who are neurodivergent.
For those of us whose minds work differently, leadership can become a lifelong performance of translating ourselves into something more acceptable. That performance has a cost.
There are many headteachers in schools who appear highly capable while privately they are running on fumes. I know this as I have coached quite a few headteacher who experience this. Headteachers can hold ten competing priorities in their mind at once, solve three crises before lunch and make brave decisions under pressure and we praise them for it (Isn’t that what we mean by ‘exceptional leader’?).
But what is less visible is the rebound. By this I mean the exhaustion after masking all day and the sleeplessness after carrying everyone else’s needs. The mental load of the constant self-monitoring is huge for neurodivergent headteachers and many also experience shame and emotional crashes in private. They become experts in coping so early and so well that no one notices they are coping at all.
Education rewards outputs. If deadlines are met, assemblies delivered, budgets balanced, decisions made and outcomes improved, few people ask what it took internally.
Working as a coach, together with my own experience, has taught me that ‘high functioning’ can simply mean functioning through adrenaline or anxiety while sacrificing health, relationships and rest. Some leaders build entire careers on emergency energy because praise becomes part of the trap.
Many traits associated with neurodivergence can be powerful assets in headship. To name a few:
- pattern recognition
- strategic thinking
- creativity under constraint
- moral clarity
- urgency and momentum
- hyperfocus in crisis
- deep empathy
- innovation
- willingness to challenge broken systems
- seeing what others overlook
Schools often need exactly these qualities in their leaders. Unfortunately, organisations often admire what leaders achieve but judge or try to correct the traits or ways of working that made those achievements possible.
I experienced this constantly as a headteacher. I was labelled ‘full on’, ‘intense’, ‘marmite’ and (a personal favourite) ‘too passionate’ by my colleagues. I was advised by my seniors to ‘tone myself down’ in meetings so that others would find me ‘less intimidating’.
I hear similar stories now in coaching conversations and often wonder what this says about our proximity to true inclusion in education.
For some of us, diagnosis arrives late. After years of wondering why things that looked easy for others felt disproportionately hard. Years spent overcompensating and assuming a personal flaw where there was, in fact, a different operating system.
My experience is that diagnosis brings relief, but also grief. Grief for the years spent mislabelled, for the self-criticism and for how many people benefited from my coping while my family and I paid for it privately.
I’m currently in the messy middle that is titration on stimulant medication. Titration can be challenging because finding the right dose often involves trial and error, and each adjustment takes time before you know whether it is helping. I’ve been dealing with side effects such as appetite loss, mood swings (my family are very patient with my impatience and short-tempered outbursts), anxiety and headaches. It is beginning to settle but I can see why many people give up part way through. I have wondered, more than once, if titration would be possible for a serving headteacher.
For some neurodivergent leaders, diagnosis marks a shift in relationships too. Our colleagues (and sometimes our friends and family) only knew the endlessly available version of us and become less comfortable with the updated version that starts to emerge. More brutally put, some people were more comfortable while our distress remained invisible.
When you begin to ask for clarity, rest, support, flexibility or space, you may be told you have changed. And in some ways, you have. All of this can be very confusing and sad.
If education wants sustainable leadership, we need to widen our understanding of professionalism and wonder what it might look like to start recognising neurodivergence in senior leadership, not just pupils?
This starts with ending the glamorisation of overwork and a shift towards valuing different communication styles. For colleagues with ADHD, we must reduce unnecessary bureaucracy that drains executive function. For autistic colleagues, we need greater understanding that consistency can look different across nervous systems. For all headteachers, we must prioritise recovery, not just performance.
This requires governors and trusts to commit to inclusive leadership cultures, because we cannot preach inclusion for children while punishing it in our adults.
I drafted this poem about my difference and my friend and colleague, Tessa encouraged me to share it with you, which is where the inspiration for this article started. So here it is:
A Different Current
I was not made defective,
just distinct.
The fault is not within my mind,
but in a world that asks
every mind to fit the mould.
A star is not inappropriate
for shining brightly.
My thoughts move like rivers,
wild, winding, bright,
carrying storms and clarity
in the same breath.
I am not broken
for blooming in my own season,
I am not less
for feelings bigger
and bolder
than you understand.
Let the world grow wider.
Let it make room
for minds that leap,
wander, wonder
and expand into our own light.
I am still here,
still learning, still becoming,
still wholly my own.
Meet me gently,
join me if you dare.
To the Headteacher reading this at 11:47pm. The one with the tabs open, replaying a meeting from earlier and wondering why everything feels harder than it seems to for everyone else.
I want to tell you that I see you carrying brilliance and fatigue in equal measure. You are not failing because leadership feels costly. You have simply been succeeding in an environment that charges you double.
There are headteachers whose schools have been held together by minds that do not fit the mould. The next chapter of school leadership should not require those minds to break themselves in order to belong anymore. We were not meant to all be the same and so perhaps the bravest leadership of all is no longer pretending otherwise.
If we want schools that recognise and cater for difference rather than schools that try to ‘manage’ inclusion, then we need spaces to think differently together. We need to find ways to sustain rather than deplete our headteachers.
That is why this June we are gathering leaders, educators and changemakers for Destino Live: Creating Inclusive Change, our first ever Destino conference. We will help you formulate a plan for building a genuinely inclusive culture in your school. We are not interested in inclusion slogans; we want to talk about inclusion as practice and courageous change.
I believe that the future of education cannot be built on burnout, masking and outdated definitions of professionalism. People willing to widen the path have to drive the change that is needed.
What do school governors need to know about DEIB?

Written by Hannah Wilson
Founder and Director of the Belonging Effect (formerly Diverse Educators).
School governors play a strategic, not operational, role in DEIB (Diversity, Equity, Inclusion and Belonging). What they need to know can be grouped into purpose, legal duties, oversight, and culture.
- What DEIB means in a school context
Governors should understand that:
- Diversity: The range of identities and experiences in the school community (e.g. race, ethnicity, gender, SEND, religion, socioeconomic background).
- Equity: Fairness, not sameness – recognising that different pupils and staff may need different support to succeed.
- Inclusion: Creating systems and practices where everyone can participate and thrive.
- Belonging: Pupils, staff and families feel respected and safe in the school.
DEIB is not an add-on – it affects outcomes, wellbeing, safeguarding, staff retention, and reputation.
- Legal and statutory responsibilities (UK-focused)
Governors must ensure the school complies with:
- Equality Act 2010: Protects nine characteristics (e.g. race, disability, sex, religion). Requires schools to eliminate discrimination, advance equality, and foster good relations.
- Public Sector Equality Duty (PSED): Schools must show due regard to equality in decisions and policies.
- Safeguarding duties: Discrimination, bullying, and exclusion can be safeguarding risks.
- Ofsted expectations: Inspectors look at inclusion, behaviour, curriculum breadth, and how well vulnerable groups are supported.
Governors do not deliver DEIB – but they are accountable for whether it is happening effectively.
- Strategic questions governors should ask
Governors should be able to challenge leaders with evidence-based questions such as:
Pupils:
- Are there attainment, behaviour, attendance, or exclusion gaps between groups?
- How does the school support pupils with SEND, EAL, or from disadvantaged backgrounds?
- Do pupils report feeling safe and that they belong?
Staff:
- Is recruitment and promotion fair and transparent?
- Are there disparities in staff retention, progression, or disciplinary action?
- Is staff training in equality and inclusion effective and ongoing?
Curriculum & culture:
- Does the curriculum reflect diverse voices and experiences?
- Are incidents of bullying, racism, sexism or homophobia recorded and acted upon?
- How does the school engage families from different backgrounds?
- Policy oversight (not micromanagement)
Governors should ensure the school has clear, up-to-date policies and that they are working in practice, including:
- Equality and accessibility plans
- Behaviour and anti-bullying policies
- SEND policy and provision
- Admissions and exclusions
- Complaints procedures
They should look for impact, not just paperwork.
- Data literacy and proportionality
Governors need confidence to:
- Interpret equality and pupil outcome data without jumping to conclusions
- Understand that unequal outcomes don’t always mean discrimination – but always warrant investigation
- Balance DEIB work with the school’s context, avoiding tokenism or box-ticking
Good governance focuses on patterns and trends, not isolated incidents.
- Tone, language, and leadership
Governors set the tone. They should:
- Use respectful, inclusive language
- Avoid politicising DEIB or treating it as “optional”
- Model curiosity rather than defensiveness
- Support leaders when DEIB work attracts challenge or misunderstanding
Silence or avoidance can be interpreted as indifference.
- What governors should not do
- Do not manage individual cases unless part of a formal panel
- Do not impose personal ideology
- Do not expect quick fixes – culture change takes time
- Do not delegate all DEIB responsibility to one staff member
- Continuous learning
Effective governors:
- Undertake regular training on equality and inclusion
- Stay aware of local community needs
- Reflect on their own board’s diversity and skills mix
In short:
School governors need to understand DEIB well enough to ask the right questions, meet legal duties, hold leaders to account, and ensure every pupil and staff member has a fair chance to succeed and belong.
Emotional Labour: Who Looks After the DEIB Leaders?

Written by Hannah Wilson
Founder and Director of the Belonging Effect (formerly Diverse Educators).
DEIB (Diversity, Equity, Inclusion, and Belonging) leaders are often positioned as the moral and emotional anchors of their organisations. They are asked to hold space for harm, advocate for systemic change, educate others, and respond to crises – frequently while navigating their own lived experiences of marginalisation.
Yet a critical question is often overlooked: who looks after them?
As organisations expand their DEIB commitments, many are failing to invest in the sustainability of the people doing this work. The result is a growing pattern of compassion fatigue, burnout, and attrition among DEIB leaders – costly not only to individuals, but to organisations themselves.
The Unique Load DEIB Leaders Carry
DEIB leadership is not just strategic or operational work – it is deeply relational and emotional. DEIB leaders are often:
- Exposed to repeated accounts of trauma and discrimination
- Expected to respond calmly to resistance, denial, or hostility
- Asked to educate while also advocating
- Share their lived-experience honestly, vulnerably and generously
- Positioned as both insiders and outsiders within organisations
- Hold responsibility without proportional authority or resourcing
This cumulative load is rarely acknowledged in job descriptions, performance metrics, or wellbeing strategies.
Compassion Fatigue Is Not a Personal Failing
Compassion fatigue occurs when sustained exposure to others’ distress depletes emotional and psychological resources. For DEIB leaders, this can show up as:
- Emotional exhaustion or numbness
- Reduced empathy or motivation
- Cynicism about organisational change
- Withdrawal from relationships or work
Importantly, compassion fatigue is not a lack of resilience or commitment. It is a predictable response to prolonged emotional labour without adequate support.
Burnout and the DEIB Attrition Problem
When compassion fatigue is left unaddressed, it often leads to burnout – characterised by exhaustion, detachment, and a sense of ineffectiveness. Many DEIB leaders respond by leaving their roles, shifting careers, or exiting organisations altogether.
This attrition creates a revolving door effect on the DEIB strategy:
- Knowledge and trust are lost
- Strategies stall or reset
- Work is redistributed to other leaders to carry even more load
Organisations then misdiagnose the issue as a “pipeline problem” rather than a care and support problem.
Coaching, Mentoring, and Supervision as Sources of Support
Supporting DEIB leaders requires intentional structures, not just wellness slogans.
Coaching: Provides a confidential space focused on leadership development, boundaries, decision-making, and navigating organisational complexity. Coaches can help DEIB leaders reconnect with agency and clarity.
Mentoring: Offers relational support and wisdom-sharing, particularly valuable when mentors have lived experience or have navigated similar organisational terrain. Mentoring reduces isolation and normalises challenges.
Supervision: Creates structured reflective space to process emotional impact, ethical dilemmas, and role strain. For DEIB leaders, supervision can be critical in preventing compassion fatigue and burnout.
These supports are not interchangeable – and ideally, DEIB leaders should have access to more than one.
What Organisations Need to Do Differently
If organisations are serious about DEIB, they must be equally serious about caring for the people leading it. This includes:
- Funding coaching, mentoring, and supervision as core role supports
- Normalising emotional labour as part of DEIB work
- Building realistic expectations and boundaries into roles
- Sharing responsibility for DEIB across leadership – not isolating it
- Measuring sustainability, not just activity
Care is not a “nice to have.” It is a strategic necessity.
Looking After the People Who Hold the Work
DEIB leaders are often asked to model empathy, courage, and humanity in systems that do not always return those qualities. If we want DEIB work to endure – rather than burn people out – we must shift from extraction to care, containment, and collective responsibility.
Looking after DEIB leaders is not separate from DEIB work. It is DEIB work.
Pregnancy Loss in Education: Breaking the Silence, Structures and Support

Written by Morgan Whitfield
Morgan Whitfield is an experienced senior leader and professional development consultant who advocates high-challenge learning. Morgan hails from Canada and has taken on such roles as Director of Teaching and Learning, Head of Sixth Form, Head of Humanities and Head of Scholars. Her book Gifted? The Shift to Enrichment, Challenge and Equity, reframed “gifted” education as a mandate to provide enrichment and challenge for all students. She is a passionate advocate for equity in education, a BSO inspector, radio show host and mother of three brilliant little ones. Morgan has worked with schools across the Middle East, Asia and the UK and currently lives in Vietnam.
I remember the day I had to tell senior leadership that I needed to leave lessons and go to the doctor because I was bleeding. I sent out cover work in the hospital waiting room. Later, I had to tell the same colleagues that I would no longer need maternity leave. The conversations were devastating. The classroom kept moving forward, yet I was stalled. I am not alone in this.
Pregnancy loss is often described as a silent grief. For women in education, the silence is compounded by the relentless rhythm of school life. Our jobs involve performance, we must be the support for our students, and this demands our complete mental and emotional presence. Teachers are expected to stand in front of classes, to smile and be steady, even when their personal lives are marked by loss. With women making up three-quarters of the education workforce in the UK (DfE, 2022), the absence of open conversation about pregnancy loss is striking.
I have been there with colleagues through the heartbreak of miscarriage, and through the long, uncertain path of fertility treatments. One colleague once asked for a mental health day on what would have been her due date, a vivid reminder that grief is not linear and anniversaries bring waves of pain. Another shared the exhausting cycle of appointments, medications, and pregnancy tests that defined her attempts to conceive. These stories are part of school life, but they are rarely spoken aloud or formally recognised in policy.
Why Pregnancy Loss Matters in Education
Most schools have no specific structures or training in place to guide leaders or support staff. Teachers can feel forced to suppress grief in order to keep lessons going. When this happens, schools risk not only the wellbeing of staff but also the culture of care that should define education.
Pregnancy loss is both a medical event and a profound emotional rupture. Physically, it can involve surgery, recovery, and the exhaustion that follows. Emotionally, it brings grief for a future imagined but never lived. The disconnect between the devastation inside and the professionalism demanded outside can be unbearable. Without recognition or space, teachers risk feeling invisible in their grief.
Supporting staff through pregnancy loss and fertility journeys requires compassion and clarity. Three areas stand out:
- Policy and Procedure
Schools should establish clear leave policies that explicitly cover pregnancy loss at every stage and ensure staff understand their entitlements. Leadership need practical guidance on responding with sensitivity so that no member of staff feels dismissed. It is equally important that counselling and wider wellbeing services are easy to access and signposted without stigma.
- Culture and Conversation
A supportive culture begins with openly acknowledging pregnancy loss within staff wellbeing policies rather than treating it as a taboo subject. Leaders should be trained to respond with empathy and avoid minimising comments such as “at least you were not far along” or “at least you can try again”. Schools can recognise that grief can resurface around anniversaries of loss and offer staff the flexibility they need at these times.
- Practical Wellbeing Support
Staff deserve practical arrangements that help them re-enter work at a pace that feels manageable, such as phased timetables or temporary workload adjustments. Schools should protect time for medical appointments and mental health recovery. Peer networks or mentoring can provide a valuable source of connection and understanding for those navigating pregnancy loss or fertility treatment.
Workplace pledges, such as those promoted by the Miscarriage Association, provide clear frameworks that schools can adapt. These signal that loss will be handled with dignity and consistency, rather than silence and improvisation.
Schools often pride themselves on teaching empathy to children. We must apply the same principle to one another. Pregnancy loss and fertility journeys should not be taboo in education. When schools speak about them openly, they dismantle stigma. When institutions act with compassion, they protect not only the colleague in pain but also the integrity of the profession. Looking back, what made the difference for me were tangible acts. A colleague who offered to cover a lesson when I needed space. A quiet word that acknowledged my grief as real. These should be built into the school’s structures through purposeful policy and sensitive implementation.
References
Department for Education (DfE) (2022) School workforce in England: Reporting year 2022. Available at: https://explore-education-statistics.service.gov.uk (Accessed: 26 September 2025).
Education Support (2022) Teacher wellbeing index 2022. London: Education Support.
Miscarriage Association (n.d.) Pregnancy loss in the workplace: Guidance and charter. Available at: https://www.miscarriageassociation.org.uk/miscarriage-and-the-workplace/the-pregnancy-loss-pledge/ (Accessed: 26 September 2025).
When 'Belonging' Replaces 'Equity': The Silence of White Male Educators

Written by Hannah Wilson
Founder and Director of the Belonging Effect (formerly Diverse Educators).
Across schools, colleges and trusts, a quiet linguistic shift has taken root. Many white male educators – often in leadership roles, often well-meaning – are talking less about diversity, equity, and inclusion (DEI) and more about belonging. At first, it sounds like progress. Who could possibly argue with belonging? It’s warm, inclusive, even healing.
But beneath that linguistic comfort lies something more complicated. When white male educators embrace “belonging” while sidestepping conversations about diversity, equity and inclusion, they risk participating in a subtle but powerful form of avoidance – one that centres comfort over accountability, and cohesion over justice.
The Appeal of ‘Belonging’
There’s no denying the emotional resonance of belonging. Everyone wants to feel seen, valued, and part of a community. The word signals care and connection – qualities deeply needed in our schools.
Yet belonging, in its current popular use, carries a kind of neutrality that makes it especially attractive to those uncomfortable with conversations about race, power, and privilege. It sounds universal and non-political. It doesn’t demand that we ask who has been excluded, whose histories have been erased, or whose comfort is prioritized.
For many white male educators, “belonging” feels like safer ground. It lets them express empathy without stepping into the uneasy territory of systemic inequity. It invites community-building without requiring structural change.
But that safety is precisely the problem.
What Gets Lost When We Skip DEI
Belonging, when untethered from the work of diversity, equity, and inclusion, risks becoming a hollow promise. It shifts the focus from systems to feelings – from justice to comfort.
- Diversity asks: Who is here? Who is missing?
- Equity asks: Who has access to opportunity and resources? Who are the gatekeepers?
- Inclusion asks: Whose voices shape our culture and decisions? Who is being silenced?
- Belonging, in its best form, should ask: How do we ensure everyone feels valued within equitable systems?
But too often, belonging is invoked instead of those questions, not because of them. It becomes a way to soothe rather than to solve – a way to look caring without confronting the root causes of exclusion.
In that sense, “belonging” can function as the linguistic comfort food of educational leadership: it fills us up emotionally but leaves the deeper hunger for justice untouched. In other words, it is a plaster on a problem, the problem just becomes hidden.
The Silence of Power
Language choices are never neutral, especially when made by those in positions of authority. White male educators still hold disproportionate power in most educational spaces – whether as principals, governors, professors, or thought leaders. Their voices shape what counts as acceptable discourse.
When those voices go quiet around diversity, equity, and inclusion, the silence speaks volumes. It signals to colleagues and students that DEI is passé, divisive, or optional. It allows institutions to drift away from equity work under the comforting banner of belonging.
And when belonging becomes the new vocabulary of leadership, it risks recentring white male experience – transforming a call for justice into a call for harmony, where discomfort is avoided rather than embraced as part of growth.
This silence doesn’t just maintain the status quo; it legitimises it. It says, “We care, but not enough to change.”
The Cost of Comfort
The consequences of this linguistic shift are real.
- DEI initiatives lose funding or visibility because “we’re focusing on belonging now.”
- Educators of colour are asked to “bring everyone together” instead of naming inequity.
- Students from marginalised backgrounds hear that they “belong,” but still experience microaggressions, biased pedagogy, and uneven discipline.
The rhetoric of belonging, when detached from diversity and equity, offers inclusion without transformation. It becomes a story we tell ourselves about progress, even as the systems of inequity remain intact.
True belonging is not created through slogans, surveys, or drop down days. It grows when power is redistributed, voices long ignored are amplified, and systems are redesigned to ensure fairness. Without that foundation, belonging is little more than an emotional gloss over structural inequity (or some pretty icing on some stale cake).
A Call Back to Courage
None of this is to say that belonging doesn’t matter. It matters deeply. But belonging must be built on top of equity, not in place of it.
White male educators, in particular, have a responsibility to stay in the discomfort – to speak not just about togetherness, but about justice. Silence is not neutrality; it is complicity. And shifting the language without shifting the practice is not progress – it’s retreat.
Belonging that is worth having will always be born from honesty, from the willingness to look directly at inequity and to act against it. It requires courage, humility, and a refusal to choose comfort over truth.
A Final Thought
If we are serious about belonging, then we must be serious about diversity, equity, and inclusion. Because real belonging does not come from soft language – it comes from hard work.
Belonging without equity is not inclusion.
It’s avoidance dressed as empathy.
The challenge for white male educators – and indeed, for all of us – is to ensure that our words do not outpace our courage.
Thus, we must become more conscious of who we are when we are doing DEIB work, we must be confident we are tackling problems and not causing further harm, we must be competent in navigating each layer of our workplace culture as belonging is only surfaced when diversity, equity and inclusion are established and embedded in the foundations.
#RENDBristol - a day of hope, connectivity and solidarity.

Written by Hannah Wilson
Founder and Director of the Belonging Effect (formerly Diverse Educators).
Another Saturday… another grassroots event… this time I co-organised and co-hosted the inaugural #REND event in Bristol.
My friends and family who are not in education do not get it – ‘Why do you work on Saturdays Hannah?’ I get asked regularly when challenged about my work life balance. My reply is often the same – it does not feel like work when it is driven by purpose and passion. And the work is too important and too urgent – how else would we get 100 people together to talk about racial equity?
So when Domini and Rahima reached out to me in early June and asked me to join them in co-organising the first REND event in the SW, my answer was a firm yes. Having attended multiple #REND events in Luton, Birmingham and London, it was great to be holding one closer to my home in Bath. As a friend of Sufian and a supporter of Chiltern Learning Trust I wanted to help them mobilise the movement to other parts of the country to help spread the word.
Brought up in North Devon, I also always love delivering DEIB training and supporting educational organisations in the South West with their DEIB strategy. When we talk about legacy, my hopes are to grow consciousness, confidence and competence in DEIB matters in the less diverse parts of the country. We all know that the shires and the white-majority parts of the country need these events and these conversations as much as the cities and the more diverse parts of the country.
Once we got the green light from Sufian to start planning we began to plan the event. Having all attended the black-tie Friday night events we wanted to disrupt things and try a different model to make it more inclusive and more accessible to attend. So we decided to pilot a lunchtime event instead. Furthermore, instead of a dress-up event and a formal meal we went for a more casual affair and a DIY approach. We realised quite quickly how much work we were taking on so we reached out to Tanisha to join the organising team. A big thank you from all of us to Jo and the team at Cotham School for generously hosting us and for so many of the staff who rolled up their sleeves at the event.
Our approach thus meant that we did not need to secure large sponsors – we wanted the event to be grassroots and we were keen to elevate the small orgs, charities/ CICs and individuals doing the work in our region – hence we built a marketplace into the event flow. A massive thank you to our exhibitors who supported the event: Belonging Effect, Cabot Learning Federation, Courageous Leadership, HGS Education Ltd, Jigsaw Education Group, PGS Educators, SARI, Somerset Research School , South Gloucestershire Race Equality Network and Teacheroo.
Curating the line-up of speakers – we were committed to amplifying a local headteacher, a regional academic, best practice from Wales alongside national thought leaders, role models and researchers. We mapped out how many speakers we could fit into the schedule and landed on part 1 with 3 speakers before our Caribbean lunch and part 2 with 3 more speakers post-lunch. We have so much appreciation for our speakers for the work they do, for travelling to join us on a weekend and for speaking for free: Canon David Hermitt, Del Planter, Diana Osagie, Lilian Martin, Dr Marie-Annick Gournet and Sufian Sadiq. (For reference the slide deck from the main hall is here).
With all of the details confirmed we then began to market the event on our socials and across our networks. Our call to action was simple: “Following on from the sell out Racial Equity: Network Dinners launched by Chiltern Teaching School and continued around the country we are delighted to announce the arrival of the event in Bristol. The Racial Equity: Network Dinner is an opportunity for people across the education sector who share and appreciate the importance of racial equity, to come together to celebrate, network and enjoy a delicious meal”.
Our target was to bring 100 people together for our first event and we were only a few people shy on the day – our challenge now is to get everyone to return to our next event and bring someone with them who needs to be in the room to hear the messages that were shared.
The day was a whirlwind: from blowing up balloons, to laying the tables, serving the food, to greeting our speakers and holding space for our guests – the time disappeared quickly. It was brilliant to see so many familiar faces in the room, to meet virtual connections in person and to connect with new people from the area who are committed to making educational space more inclusive, more representative and ultimately safer for our global majority communities and colleagues.
Thank you for the positive feedback we have already received:
- Fern Hughes: “With 100 brilliant attendees, the room was full of purpose, passion and powerful conversation. Networking and connecting with so many inspiring people working across education — a sector close to my heart — made the day even more meaningful”.
- Adrian McLean:“#REND Bristol did things in style! Expertly arranged by Domini Choudhury Tanisha Hicks-Beresford Rahima Khatun-Malik & Hannah Wilson – we left with full hearts and a full belly!”
- David Stewart: “I’m not one for networking events. I find them superficial, surface-level, and inauthentic. But today completely changed that. Today I was invited to the REND Bristol event — the passion, authenticity, and energy brought by the exhibitors, guest speakers, and organisers was outstanding. Conversations were deep and particularly meaningful. Every speaker shared their story with pride and optimism for the future, and the organisers made the entire day run seamlessly”.
- Saima Akhtar: “Race equity work in education is not just important, it is transformative. It shapes futures, dismantles barriers, and creates spaces where every learner can thrive. As educators and advocates, we carry a profound responsibility to drive this work forward with urgency and courage. The progress we make today will define the opportunities of tomorrow. The conversations and energy in this space never fail to inspire me, but today, thanks to REND, I feel like my inspiration has had an energy drink! Let’s keep pushing boundaries, challenging norms, and ensuring that equity is not just a vision but a lived reality for every child”.
So what’s next?
If you attended we would love to hear your feedback – including what worked and what we can improve at a future event – please do complete the feedback form: REND Bristol Saturday 22 Nov 2025 feedback. Domini, Rahima, Tanisha and I are then meeting next weekend to review the event and the feedback to confirm our next steps as we want to keep the connections, the conversations and the momentum going.
In the meanwhile, you can join the conversation on LinkedIn – we have a #REND networking group here and we have collated all of the #RENDBristol reflection posts here. If you are not on Linkedin then you can join our private community space on Mighty Networks and find the #REND community group here.
We have also created a page on the Belonging Effect’s website for more information about #REND events around the country (it will be updated over the coming weeks). Ann, who joined us as a delegate in Bristol, is hosting #RENDLondon on Friday 12th December – you can book a ticket here.
For people who live and work in Bristol, we would love to see you at our #DiverseEd Hub – Tanisha and I host it at the Bristol Cathedral School each half-term, our next meet up is after school on Wednesday 3rd December.
When I relocated to Bath in 2023, we hosted a #DiverseEd event at Bridge Learning Campus in Bristol. We are delighted to be hosting our next regional #DiverseEd event at IKB Academy in Keynsham on June 13th. Get in touch if you would like to exhibit/ facilitate a session – the line-up will be confirmed in the new year.
Some final signposting:
- I chatted to a few people about Black Men Teach, you can find them and 200+ other orgs supporting schools, colleges and trusts in our DEIB Directory.
- We would love to publish some more blogs reflecting on the themes from the event, please email me with any submissions.
- Hopefully you got to say hello to Adele from Teacheroo – we collaborate on a jobs board with them to connect diverse educators with settings who are committed to the work. We host free adverts for vacancies for ITTE, DEIB / anti-racist leaders and for governors/ trustees – do get in touch if we can help you promote career development opportunities with our network.
Thank you to everyone who attended and supported #RENDBristol – we look forward to sending out more follow up information and opportunities from our speakers and exhibitors from this event and to reconnecting soon.
Equitable Education?

Written by Alex Fairlamb
Alex is an Educational Consultant and an experienced Senior Leader with Trust-Wide leadership experience working in the North East. She is an Specialist Leader in Education, Evidence Leader in Education and an Honorary Fellow of the Historical Association as well as sitting on their Secondary Committee. Alex is a published author of books and textbooks and she has recently submitted her PhD thesis which focuses on equity and equality within education. Her specialities are teaching and learning, professional development, literacy and oracy, designing History curriculums and diversifying curriculums. Alex also facilitates delivering an NPQLL.
“A quarter of adults in England do not have basic functional numeracy or literacy skills to get on life. This extrapolates to around 10 million unskilled adults across Britain.” (The Sutton Trust, 2018)
Growing up, I was frequently told that education was the greatest social leveller of us all. Yet, does our education system in 2025 stand up to this supposed ideal? Arguably not. This is particularly the case when we explore the voices of those who feel and have experienced a system that has excluded them. At a time when Ofsted has produced a new inspection framework (Ofsted, 2025) which is anchored in the idea of ‘Inclusion’ and Sir Martyn Oliver has announced the broadening of the term vulnerability to encompass a greater range of criteria and experiences (Schools Week, 2025), it feels apt to explore what further could be done to ensure that education is equitable and that is fosters a sense of belonging.
The current state of play
There are multiple metrics and demographic lenses that can be examined that will help to highlight the lack of equity in education across England across the many phases and key stages. One such example includes looking at GCSE data through the lens of socio-economic and geographical region which would tell us that in 2025 ‘28.4% of pupils in London achieved grade 7 or above (down 0.1pp from last year), compared to 17.8% in the North East (unchanged since last year)’ (The Sutton Trust, 2025). If we were to explore national outcomes further using GCSE and A Level data, we would find that gaps exist between Pupil Premium (PP) and non-PP students, Free School Meal (FSM) and non-FSM students, gender, ethnicity and race and so on.
Similar gaps are also seen in EYFS and primary schools. If we were to explore ethnicity, EYFS data highlights that ‘most lower-attaining ethnic groups saw their gaps widen in 2024 compared with 2019, most notably among Black African, pupils of Any Other Black background and Black Caribbean pupils (who fell further behind White British pupils by at least 0.8 months)’ (Education Policy Institute, 2025). Moreover, that by age 11 ‘the low attainment levels of Gypsy Roma and Traveller of Irish Heritage pupils are also significant’ (Education Policy Institute, 2025). In short, there is a systemic and continuous lack of equity within education that impacts students from EYFS to age 19. There is no use in proportioning blame to any particular phase (because that’s not possible, or helpful), so instead we should consider how collaboration can be powerful if we are to tackle core pillars of ensuring education results in success for all at every stage.
What is noticeable about the mountains of data that can be found which focus on protected characteristics and socio-economic or geographical status is that it seems to be very binary, with cohorts of children grouped together as one homogenous whole under different umbrella ‘labels’. This is not always useful. Mccrae et al (2025) have recently published a discussion paper which highlights the issues that diagnostic overshadowing causes with effective SEND provision within mainstream schools, and the paper acts as a worthy caution about the issues of ‘labels before children’ as an approach to education.
As we know, each child is unique and will experience their own set of individual barriers. These barriers can often be intersectional and cannot be reduced to a singular metric alone with generic hypothesise then made about the reason for an attainment gap. I’ll give an example: I was a girl who grew up in a rural setting in the North East, who refused to read at age 4, who had a difficult transition to secondary school, had varying economic experiences throughout her younger life and moved home frequently, had divorced parents, and lived through multiple family traumas. What do we expect that my outcomes were? Do we follow the rabbit hole of my gender (girl) and assume that my outcomes were strong? Or do we follow the joint rabbit hole of ‘rural’ and ‘North East’ and assume that my outcomes were poor, particularly compared to peers living in more affluent, suburban and southern areas of the country? I cannot fathom how my outcomes (the answer is, they were very positive) could be reduced to a category of ‘girl’ and my outcomes be explained using generic assumptions of success based on this. In the year that I took my GCSEs, there were 2,868,818 female GCSE entries. So, to explore reasons for my outcomes through the same lens as a girl growing up in central London in an affluent household in continuous provision from EYFS to Year 13 would be unhelpful. Yet, that is currently how we analyse data and make assumptions about what should be done to close the attainment gap. There has got to be a better way for us to examine such rich mines of data in a way that draws in the experiences of individual students that help us to see beyond lazy generalisations and flawed attempts at interventions.
One such body that has done this is The Global Equality Collective who have produced a thorough report (The Research — Global Equality Collective) detailing the views of 26,000 respondents across thirty countries and therefore it is unique in how it draws together intersectional data. As part of their research, they were able to unpick the narratives behind why attainment gaps exist for children by seeing out their lived experiences and then create an Inclusion Index. Examples include their findings that ‘one third of Black students report feeling that their ethnic identity is not valued or recognised in the curriculum, leading to feelings of disengagement with the content and their sense of belonging’ and that only ‘around 41.3% agree that they feel “seen” in the curriculum. Of those students that disagree, SEND, Global Majority, and LGBTQIA+ students feel most excluded and disengaged’ (Global Equality Collective, 2025) Through the appreciation of the kaleidoscope of experiences that young people have at multiple different points in their educational career using reports such as this, we can better understand the unique barriers of individual students and use these to draw together evidence-led policy changed and initiatives which are going to drive equity and ensure that education is an equal playing field for all.
What might those evidence-led changes be?
My thesis for my PhD, which focuses on equity and equality in education, argues that there are multiple pillars (Fig. 1: https://drive.google.com/file/d/1LlzsZ9avhS-uZbvkkDIO4_CSG6B3qMsK/view?usp=drive_link ) of educational provision which can help to foster a sense of belonginess and ensure true inclusion. These pillars are not ‘stand alone islands’ and instead they must act in an inter-connected way, each one supporting the other in supporting the pediment of equity.
Pillar 1: Curriculum. Decolonised, diverse, ambitious, underpinned by rich texts and rooted in high expectations. Curriculum continuity from Year 1 to Year 13
Pillar 2: Teaching and Learning. High expectations of all, inclusive strategies (e.g. inclusive questioning, responsive, scaffolded, teach to the top)
Pillar 3: Literacy and oracy. Literacy and oracy gap chased down and closed through tiered provision (whole school, targeted, specialist) informed by diagnostic testing.
Pillar 4: Pastoral systems and initiatives. Hygiene banks, collaborative work with cultural institutions, PD which fosters a culture of belonging
Pillar 5: Strong leadership. Clear vision and structures in place to support equitable education, teachers and Middle Leaders trained and empowered to tackle disadvantage
The full detail and examination of the pillars are detailed in my thesis and so this blog will act as a short summary of two of those pillars: curriculum and teaching and learning.
Pillar 1: Curriculum
My argument is that to tackle issues such as the transition gap (which is larger in some regions than others) and to foster a sense of belonging, we must adjust the curriculum from EYFS-Year 13. At the time of writing this blog, the Curriculum Assessment Review has not yet been published. However, the interim report (DfE, 2025) states that:
As well as making sure that children and young people can see themselves represented in the curriculum, it will be important that we also make sure they encounter the unfamiliar, and have their horizons stretched and broadened; representation does not and must not mean restriction to only some frames of reference for particular children or groups of children. Inclusion is also prompted by shared experiences, the creation of connections, and the ability to see and experience a wide range of perspectives. Clearly there is a need to appropriately balance the requirement to ensure coherence and efficacy in the curriculum with inclusivity; while also ensuring we do not detract from the importance and impact of what is currently taught.
From this, we can appreciate that our curriculum would benefit from becoming more globalised in its content. That’s not to say to throw the baby out with the bathwater and start from scratch but instead explore where conversations can take place which broaden the lens of representation and identify where we can meaningfully carve out curriculum space to bring these narratives to the forefront. Taking History at KS3 as an example, it would of course be sensible to retain aspects of British history such as the Anglo-Saxons and the Norman Conquest, key monarchs, the Glorious Revolution and the Industrial Revolution. However, within those existing topics we could broaden it so that learn more about the experiences of ‘ordinary’ people (as in peasantry in the medieval period and working class in later periods), women, disabled people and Black Tudors and many more. This would result in lessons where students become more adept at ‘reading against the grain’ with sources and it would create the conditions whereby they can engage with scholarship, such as Hallie Rubenhold’s ‘The Five’ (2019) and David Olusoga’s ‘Black and British’ (2021), to better appreciate how history is a verb and that new interpretations emerge over time. Moreover, by globalising our curriculum better, we can explore topics that are incredibly vital to our understanding of the world and British history that have often not been included in the ‘traditional canon’ of the study of the past, such as The Silk Roads, West African Kingdoms (particularly important if later studying the Trans-Atlantic Enslavement Trade later in the curriculum) and South-East Asian history. Counsell’s work perfectly brings this to life in ‘Changing Histories’ which has focused on tackling this ‘mono-narrative’ and can be succinctly summed up as ensuring that children learn that ‘Britain is a part of the world, and not the centre of it’ (2019) For me, this would enable students to better appreciate our rich and interconnected global history, as well as engender representation and promote a greater understanding of cultures and their past. Moreover, this helps our curriculum to evolve from using just ‘key dates/months’ to share diverse narratives, and instead embed them as part of the curriculum, thus helping to avoid ‘othering.’
Linked to this is curriculum continuity and how we can ensure that as children move between different phases and educational institutions, we can create the conditions for joined up thinking which result in high expectations and an ambitious curriculum for all. In my experience as someone who has worked in secondary only and then in an all-through school, I hold my hands up to recognising that for too long I had a poverty of expectations about what children knew and could do by the time they crossed the threshold into my classroom in Year 7. There is much data available that demonstrates how a disconnect of understanding between primary and secondary phases contributes to a transition gap whereby the attainment and a sense of belonging of our students drops. Too often, it is children from underserved communities that feel the impact of this the most. Instead, if we can cultivate opportunities for primary and secondary colleagues to work together to map a curriculum narrative across the key stages and delve deep into what content is studied when and what skills are developed at which point, those who receive the children in later years can better pitch their curriculum in terms of being ambitious. Again, in history, what might that look like? (Fig. 2) Given the National Curriculum gives ample space for interpretation of which topics to study; content can sometimes be tricky to map across primary and into secondary. However, there are mechanisms in place whereby forums can be established and digital forms can be completed which would help to better pinpoint what is being studied in primaries and when (and I say that as someone who was in a Trust with 30 primaries in) in order for secondary to pick up the threads studied earlier and continue the narrative. Moreover, in history, we can find common ground when looking at age and stage expected outcomes when it comes to a skills progression model (Fig. 3). This too can help to create more ambitious lessons later in a student’s educational career as teachers can be better versed at knowing what foundations have been put into place in advance, rather than assuming a ground zero approach which results in either repeated or ‘dumbed down’ content. We must get better at visiting different key stage classrooms across primary, secondary and Further Education and finding out more about the depth and quality of what is taught to better appreciate the brilliance that our children bring with them to our own doors.
Fig 2: https://drive.google.com/file/d/1z70UWh9hyzPM_UXf0qt7gBhMh_h11bFi/view?usp=drive_link
Fig 3: https://drive.google.com/file/d/1aVuYr74X8F4nq_e24R80t8eMsdBADE-z/view?usp=drive_link
Finally, a further key aspect draws upon the fantastic work that Mary Myatt (2024) has been discussing for years: ensuring that curriculums are underpinned by rich texts. For the reading gap to close, we must ensure that students are continuously exposed to rich texts containing ambitious vocabulary. Such texts, when supported by strategies such as teacher-led modelled reading and echo reading, place storytelling and narratives at the centre of learning. By implementing an approach across the curriculum where powerful texts are included meaningfully within lessons with strategic reading strategies alongside them, we can develop the reading, writing and speaking skills of all students. Obviously, there are students with below expected reading ages that (once diagnostically tested) require targeted interventions and specific scaffolding within lessons, but by ensuring that there is consistent engagement with rich texts as a whole-class strategy we can contribute to raising the reading ages of all before us. This is particularly important for our underserved children and for those who might not have much exposure to reading beyond the school gates (for a range of reasons). From this, pillar 2 (teaching and learning) and pillar 3 (literacy and oracy) are interconnected with pillar 1 terms of the delivery of the texts but also the wider school culture and interventions that need to take place to ensure high standards of literacy and oracy provision.
The right to read, write and talk is a fundamental necessity and fosters inclusion through the communication of knowledge, ideas, thoughts and emotions. This is why, for me, pillar 5: strong leadership, is massively important as this will require leaders to be unapologetic in their drive to ensure that literacy and oracy are the bedrock of the curriculum and that they commit time to developing staff who are empowered to achieving this aim, anchored in a culture of no children leaving education at 16 being below their expected reading age.
Pillar 2: Teaching and Learning (T&L)
The implementation of the curriculum is massively important in terms of ensuring that we use inclusive strategies that ensure that we check for the progress of all students and create the conditions for all to succeed. Over the past few years, there has been a change of approach in terms to how we deploy T&L strategies so that we are more evidence-led and are ‘responsive’ to student needs. Whilst admirable, these positive developments have sometimes been bogged down in a lack of knowledge as to what responsive/adaptive teaching is (beyond the Ofsted wording), the imposition of whole-school generic strategies to ensure compliance and conformity, and because of the former a lack of subject specific professional learning opportunities. This must change as adaptive teaching rooted in an ethos of ‘teaching to the top’ is vital to ensuring that we are being ambitious with what the children who sit before us can learn. Rachel Ball and I have written at length about the importance of scaffolding as a T&L strategy (The Scaffolding Effect, 2025) and the below surmises many of our arguments about why it creates the conditions for equitable learning and high expectations for all.
Generally, we have begun to move away from the era of tiered learning objectives and “they’ll never be able to do that” to better appreciating the importance of not creating a curriculum of the privileged and excluding students from accessing a feeling of challenge. However, we must be prepared to invest significant in time in working within our schools to codify high-leverage T&L strategies such as inclusive questioning, scaffolding and continuous checks for understanding which are then developed through a subject specific and/or age expected lens so that practitioners have the expertise to exercise their agency when deploying these parts of their T&L toolkit day in day out.
Moreover, we must ensure that every teacher becomes increasingly skilled at pinpointing the sweet spot of ‘desirable difficulties’ (Bjork, 1994) in creating ‘satisfyingly challenging’ lessons alongside knowing what the individual barriers are that children will need scaffolds to overcome. This links back to the discussion paper by Mccrae et al (2025) which talks about truly knowing our students and not purely seeing labels. Instead, it should be about how we become skilled at using the data that we have about our students (such as attendance, FSM status, prior attainment etc) to forensically anticipate what scaffolds are going to be the most effective for that student, whilst keeping our pitch high. Then, within the lesson, using our inclusive checks for understanding to adapt. The error has been in the past that we have often seen those barriers and lowered our expectations, so that we expect less of students and so will then strip out content or give an easier task to complete. However, all this does is exacerbate the attainment gap by denying some students the opportunity to achieve the same goals as their peers and access the same enriching curriculum content. For true inclusion to exist, we need to not fall foul of the bias and unconscious bias that discussion papers such as Mccrae’s (2025) outline and instead take time to do the work to acknowledge those biases and then change our mindset about what children can do (irrespective of their starting points and backgrounds) and how to ensure that they experience success. This is how equitable and therefore equal education can be achieved; by creating a toolkit of high-leverage, inclusive T&L strategies which teachers have the agency and expertise to know how and when to deploy.
What next?
In terms of what the next steps are, some things are tied to external factors such as the outcome of the Curriculum and Assessment Review (CAR) and the resulting changes that will ripple through future changes to the National Curriculum and examination specifications. My hope is that a wide range of stakeholder voices will be called upon to meaningfully contribute to the implementation of the CAR outcomes to avoid missing an opportunity to ensure that a more globalised, ambitious curriculum is outlined. From this, I think it would be prudent for leaders to examine literature surrounding representation and inclusion (beyond just the new Ofsted framework, as this will result in a surface level tick list approach) so that the reforms are implemented through a lens which is going to ensure that children and their barriers are truly recognised and understood.
Added to this, leaders must work with their teachers, the SENDCo, designated teacher, pastoral and learning support teams to put into place a chunked, sequential subject and/or age/stage professional learning programme that places inclusion at the centre of it. By creating a shared T&L vision, rooted in inclusion, and then working together to pinpoint effective T&L strategies which are focused in on one by one as yearly golden threads of focus, we can hopefully move the dial closer towards equity for all.
Note: It must be noted that I am not a specialist in Alternative Provision nor Specialist Schools settings, and so my thesis focused on mainstream provision. I do believe that the pillars can also apply to those settings, but there are those more versed and expert than me who can better translate them so that the nuances are explored appropriately.
References
Ball, R. and Fairlamb, A. (2025) The Scaffolding Effect. Supporting All Students to Succeed. (London: Routledge)
Bjork, R. A. (1994). Memory and metamemory considerations in the training of human beings. In J. Metcalfe and A. Shimamura (Eds.), Metacognition: Knowing about knowing (pp. 185–205). Cambridge, MA: MIT Press.
Cambridge Assessment (2009) GCSE Uptake and Results, by Gender 2002-2007, Statistics Report Series No. 13. Available online at: GCSE Uptake and Results, by Gender 2002-2007. [Accessed on 29.10.25]
Counsell, C. (2019) Schools History Project Conference
Department for Education (2025) Curriculum and Assessment Review Interim Report. Available online at: Curriculum and Assessment Review: interim report. [Accessed on 29.10.25]
Global Equality Collective (2025) The Inclusion Index. Tracking the issues most affecting inclusion and belonging in schools. Available online at: https://www.thegec.education/the-gec-inclusion-index?hsCtaAttrib=188813083675. [Accessed on 29.10.25]
Mccrae, P., Barker, J., and Goodrich, J. (2025) Inclusive Teaching—Securing Strong Educational Experiences and Outcomes for All Students. Available online at: Inclusive Teaching: A New Approach for SEND Challenges [Accessed on 29.10.25]
Myatt, M. (2024) Not all books are the same, Myatt&Co Online. Available online at: Not all books are the same – by Mary Myatt – Curriculum 101 [Accessed on 29.10.25]
Olusoga, D. (2021) Black and British: A Forgotten History (London: Picador)
Rubenhold, H. (2019) The Five. The Untold Lives of the Women Killed by Jack the Ripper. (New York City: Doubleday)
The Sutton Trust (2018) Britain’s dying dream of social mobility. Available online at: Britain’s dying dream of social mobility – The Sutton Trust [Accessed on 29.10.25]
The Sutton Trust (2025) Sutton Trust response to GCSE Results Day 2025. Available online at: Sutton Trust response to GCSE Results Day 2025 – The Sutton Trust [Accessed on 29.10.25]
Whittaker, F. (2025) Ofsted research proposes definition of pupil ‘vulnerability’, Schools Week (Online) Available online at: Ofsted research proposes definition of pupil ‘vulnerability’, [Accessed on 29.10.25]
Curriculum and Assessment Review Analysis
Written by Belonging Effect
Belonging Effect is committed to shaping intention into impact and supporting people with their Diversity, Equity, Inclusion, & Belonging strategy and training needs.
Steps in Evolution?
The work of Becky Francis and her team should be commended. It is no small feat to be able to manage a volume of feedback and try to create something new. The Final Report of the Curriculum and Assessment Review is comprehensive. This analysis intends only to consider the evolution of diversity in the curriculum in the Final Report.
So what does the Final Report tell us?
The recommendations made about diversity in the curriculum emphasise that the National Curriculum should be for all young people, reflecting the diversity of society and ensuring all children feel included and represented.
A key recommendation is that the Government reviews and updates all Programmes of Study, and, where appropriate, the corresponding GCSE Subject Content to include stronger representation of the diversity that makes up modern society, allowing more children to see themselves in the curriculum.
Specific subject recommendations intended to support diversity and representation include:
- History Programmes of Study should be adjusted to support the wider teaching of the subject’s inherent diversity, which involves analysing a wide range of sources and incorporating local history where appropriate. This enriches the curriculum by introducing a broader mix of perspectives and connections.
- English Literature GCSE subject content should be reviewed to ensure students study texts drawn from the full breadth of our literary heritage, including more diverse and representative texts.
- Design and Technology (D&T) curriculum and GCSE content should explicitly embed the teaching of social responsibility and inclusive design throughout the design process.
- Geography Programmes of Study should undergo minor refinements to make content more relevant and inclusive.
- Music Programmes of Study for Key Stages 1 to 3 should be revised to ensure a curriculum pathway that allows a range of genres and repertoires to be covered.
The curriculum principles guiding the reforms assert that diverse contributions to subject disciplines enable a complete, broad, and balanced curriculum, and that efforts should support equal opportunities and challenge discrimination.
However, the recommendations aimed at increasing diversity in the curriculum might be considered problematic due to several inherent tensions, dependencies on factors outside the Review’s remit, and practical limitations on implementation.
Tension with Retaining Core Knowledge and Content
The Review emphasised that while the curriculum must reflect the diversity of society, this ambition is balanced by the need to ensure mutual access to core knowledge.
- The curriculum principle states that core knowledge and key works that shape a subject must remain central. This focus can limit the extent to which new, diverse content is introduced or prioritized over established material – and also brings into question the definition of ‘established’.
- In History, teachers requested clearer guidance to reflect diversity without replacing core content. The suggested solution relies on updating the aims and refreshing the non-statutory examples to introduce a broader mix of perspectives, but not replacing existing essential topics. There are profound questions as to how we define ‘core’ content as this has been largely defined by colonial standards.
Dependence on Teacher Autonomy and External Resources
Implementing diverse curricula largely depends on the capacity and choices of individual schools and teachers, which can lead to inconsistent application.
- Diverse representation is sometimes judged as being more appropriately achieved through teacher selection of content rather than centralized prescription in the national curriculum.
- For these localised choices to work, they require support from high-quality exemplification resources (like those produced by Oak National Academy) and a wider selection of inclusive materials from publishers and exam boards.
- In English Literature, while the curriculum allows for a range of texts, current practice often lacks breadth and diversity due to the limited availability of resources and a tendency for teachers to rely on well-established works.
Failure to Address Systemic and Financial Barriers
The recommendations primarily address curriculum content but cannot resolve major underlying issues related to funding, infrastructure, and socio-economic disadvantage.
- In Design and Technology (D&T), implementing elements like inclusive design faces significant barriers extending beyond the curriculum, such as a lack of specialist staff, lack of infrastructure, and the cost of delivery.
- In Music, attainment gaps are substantial, with Music identified as having the highest disadvantage attainment gap of any subject at GCSE. This disparity is driven by the fact that success relies heavily on the ability to read music, which is often developed through additional, out-of-classroom instrumental tuition that benefits higher-income households. The recommendation is only to explore ways to better optimise the investment in music education, rather than guaranteeing equitable, mandatory in-school tuition needed to close this gap.
- The review also warned that substantial curriculum changes intended to promote inclusion must remain cognisant of the potential negative impact on the workload of education staff and the overall stability of the system.
- The report makes no explicit reference to systemic racism (although this is not a surprise).
Philosophical Conflict
The review panel acknowledged that promoting social justice involves dilemmas, as sometimes potential solutions designed to improve inclusivity may risk greater harm and inequities than the problem they seek to solve. Furthermore, efforts to reflect diversity must be careful not to limit children to “narrow frames of reference based on their background”, which as a phrase presents problematic interpretations.
Implications of the November 2025 Final Report
The November 2025 Final Report retains the principle that the national curriculum must reflect the diversity of modern Britain, but makes clear that representation is a requirement of entitlement, not an optional enhancement.
This reframing is significant. It shifts the locus of responsibility beyond schools to the national “knowledge supply chain”: publishers, resource platforms, awarding bodies and subject associations. The Review therefore acknowledges that representational breadth is structurally mediated.
The reframing does not take away responsibility for individual schools and teachers to ensure that a diverse curriculum is taught.
We must remember that Becky Francis’ report, as thorough as it is in some ways, remains a recommendation to the DfE, and that the DfE can choose to reject recommendations as they see fit. The true test of listening is how much is heard – and it is clear that teachers and students alike have expressed their desire for meaningful representation in the curriculum. It remains to be seen, as always.
Written collaboratively by Belonging Effect Associates Bennie Kara and Krys McInnis
