Dr Emma Burgess – Principal, Danebank Anglican School for Girls

What have been the most rewarding aspects of being a principal?

One of the most rewarding aspects of being a principal is working with inspirational and dedicated colleagues in such a purpose driven field. We are privileged to be part of transformative periods of young people’s lives and we shape future generations. For me as principal of an all girls’ school, I partner with families and work with incredible staff to nurture students from when they arrive as a girl, grow as young adolescents and finally leave our gates as empowered, confident young women. I love working with each girl and her family and walking with them as they grow, through the good times and bad; it is a joy and delight.

Can you tell us about some of the unexpected challenges in transitioning from a leadership role to principalship?

I began my first principalship in January 2020, right at the beginning of Covid! It was a really challenging time in our history. My well written and considered plan for the year ahead – to provide continuity of excellent learning and care, whilst getting to know the community and collaboratively beginning to chart a path forward, all with little to no change at first whilst I listened and learned – was quickly thwarted! We were all thrust into wave after wave of change, adjustment with herculean efforts to bring learning and care online and manage all emerging health and wellbeing concerns.

Even though it was a challenging time, it afforded me with an opportunity to get to know our community quickly and for them to build trust and confidence in my leadership and approach.

How has the role changed over time, and what trends do you see shaping the future of school leadership?

The role of principal has changed significantly over time. There is an excellent report written in 2023, The New Art of Headship, from the UK, that outlines the changing nature of principalship. The report resonated with me when I read it last year. Some of the new challenges and changing responsibilities are:

• Unprecedented financial and strategic pressures
• Changing parent expectations
• Changing staff expectations and wellbeing needs
• The challenge of supporting student mental health
• Equality, diversity and inclusion needs
• AI, social media and the digital world

These challenges can be framed as opportunities and I think we need to be strategically responsive in our approach as leaders – delegating more, managing stakeholder expectations and supporting families, building exceptional leadership teams, including middle leadership, and keeping up to date with our own ongoing learning and growth.

What professional learning or growth opportunities have been most beneficial in your leadership journey?

My leadership trajectory wasn’t traditional or linear, however, through study, leadership experience, wonderful mentors and role models, and valued time in various roles across the leadership portfolio I developed a broad and deep understanding of the various aspects pertaining to principalship. I think these aspects are:

• being an educational leader with an understanding of learning, wellbeing and teaching
• having excellent business acumen (including strategy, managing risk, finance)
• being a community leader and custodian of culture.

I love learning and am always looking for ways to continue to grow. My PhD was an excellent theoretical foundation in leading successful schools and a recent exceptional opportunity for growth for me was at Harvard University where I completed an intensive short course with leading women from around the world.

What advice would you give to those aspiring to principalship?

Principalship is (in my view) the best job there is! Please do be encouraged to consider this fulfilling role. Each day is different and engaging. There can be the best of moments followed by the most challenging of circumstances. Developing a capacity to problem solve, listen, delegate with true trust, build your personal resilience, actively manage your own wellbeing, and build a supportive network may prove helpful.