Education Leadership Coaching

At an established stage of a research career, the questions can change. Earlier career stages often centre on building expertise, publishing, securing funding and becoming recognised in a field. Later, those activities may continue, but experience creates another possibility. Your contribution can extend beyond the research you personally produce. New Zealand's 2026 Tāwhia te Mana Research Fellowships Terms of Reference (last updated 18th March 2026) make this explicit. The M

In my work with academic leaders, I often notice that the pressure is not only about workload. It is about interpretation. A policy changes. AI shifts what students can do. Staff raise questions about quality, fairness, workload, ethics, and trust. People want clarity, but the situation itself is still moving. That is now a central part of academic leadership. EDUCAUSE’s 2026 report on AI and higher education found that 94% of respondents had used AI tools for work within the

A recent global conversation about the future of work has reinforced something many leaders, educators, and employers can already feel in practice: technical skills matter, but they are not enough. As work continues to shift, the human capabilities that help people stay grounded, adaptable, relational, and effective under pressure are becoming even more valuable. That should not only shape hiring or training decisions. It should also reshape how we think about leadership deve

Many principals aren’t burning out because they’re “not resilient enough”. They’re burning out because the leadership load is designed to leak into everything: repeated decisions, constant escalation, unresolved conflict, and no cadence that holds under term pressure. I’ve written a practical 60‑day reset for principals and SLTs: Clarity. Agreements. Load. Momentum. No glossy initiative. Just a term-friendly way to reduce friction and protect wellbeing while keeping standa