Infinity Academies Trust

Infinity Academies Trust, a Church of England trust comprising ten primary academies within Lincolnshire, is devoted to fostering strong relationships across its academies, ranging from small academies with 50 pupils to its largest, St Thomas CofE Primary Academy, with 420 pupils. Geographical proximity allows regular visits and support, catering to diverse demographics, including high numbers of pupils with SEND and pupils eligible for pupil premium.

St Thomas CofE Primary Academy

St Thomas CofE Primary Academy is the largest school in the trust, serving 420 pupils. Once under Special Measures, the school achieved an Ofsted rating of ‘Good’ in 2012, 2017 and 2023. There is a close relationship between the school’s leadership and the trust since the CEO, Gavin Booth, previously served as both deputy head and executive headteacher at the school.

Key contributor: Gavin Booth (CEO)

Leadership structures and styles

Leadership structure: a lean hierarchy

Infinity Academies Trust has created a purposefully lean leadership structure to foster transparency and direct communication. The central team comprises nine individuals, with three additional individuals offering centralised finance and HR to some of the Trust’s smaller academies. The bigger Trust academies have their own finance and HR staff. Each school’s Senior Leadership Team (SLT) includes two to three members. This streamlined approach allows academies curriculum flexibility and headteachers significant autonomy while upholding Trust principles. Structured dialogues between the CEO and headteachers are pivotal, enabling headteachers to propose new ideas and plans within a collaborative framework that balances cohesion with autonomy.

The leadership structure at St Thomas CofE Primary Academy is characterised by the longevity of its headteacher’s tenure, who has been a pivotal figure throughout its transition from being in special measures to having a ‘Good’ Ofsted rating. The close relationship between the school’s leadership and the Trust is further exemplified by the current CEO, Gavin Booth, who previously served as both deputy head and executive headteacher at the school. Within the school’s somewhat flat leadership structure, leaders take on the role of enablers, offering necessary tools and guidance while allowing staff to take charge and flourish within a supportive framework. This structure has not only enhanced the school’s operational coherence but has also nurtured a strong sense of purpose among the school community.

Leadership style: collaborative and accountable

At St Thomas, the leadership style is emblematic of the overarching philosophy maintained by the Trust. The Trust champions a collaborative ethos, urging school leaders to engage in collective efforts. School leaders see the Trust team as their first point of support. Leaders in the Trust have a key focus on bringing their people together, whether that be through conferences, peer reviews, or audit work. This allows the Trust not only to promote engagement but also to share best practices, therefore adding value to its schools.

Support for leaders goes hand in hand with the collaborative leadership style. Part of the Trust’s focus on relationships means that even if a school is performing well, the school’s leaders will still get just as much attention from the Trust leaders. The CEO emphasises that “What makes great leaders is seeking help and advice. We don’t expect our leaders to deal with issues on their own, and we support them throughout.”

Even though there is a focus on collaboration, leaders are still held accountable. To help headteachers understand how to implement the Trust’s principles, the Trust has developed an effectiveness framework which defines what counts as an “Effective Infinity school”, and part of this framework is a focus on developing people, including great leaders. Based on this framework, each school, on a termly basis, receives a school report which is distributed to the school leaders, and they are given feedback on how to improve. Targets for school leaders are also set based on staff survey results, and making progress on these goals is also part of the leaders’ appraisal process. However, the Trust always emphasises that improvements should never be made at the expense of any deterioration in the wellbeing of staff and pupils.

Culture: relationship-driven

Relationships are central to the Trust’s and St Thomas’ culture. Therefore, the vision and values of the Trust and its schools are anchored in the experience of the community. The Trust leaders are constantly on the ground to ensure that the vision and values are alive and aligned with the schools. Furthermore, by having leaders who have worked in their roles for over ten years, like Joanne Sharples, the headteacher of St Thomas, the Trust can ensure a long-lasting connection with the community it serves.

Specific leadership practices and the impact

Investment in leadership training

Infinity Academies Trust’s approach to leadership is deeply rooted in the principle of nurturing leaders who excel in managing people, not just in their fields of expertise.

Sharing best practice with the staff champion

Each school within the Trust has a designated staff champion, collaborating closely with the CEO to pinpoint and address work-related concerns. Since the engagement with staff champions happens at the same time, the Trust can lift and share best practices across schools. One notable outcome of sharing best practices was the creation of donation boxes in staff rooms. In one of the schools, staff would keep a donation box where they would leave snacks or food for those who came to lunch late or did not have time to prepare food that day. Now this small but important initiative has been picked up by other schools in the Trust.

Communication is key

The Trust values the principle of accessible leadership within schools, ensuring leaders maintain a tangible presence. Nonetheless, digital communication, like emails, plays a role in sustaining the fabric of the Trust’s community. The CEO’s weekly emails to the 500 staff members serve not only as updates but also as a platform for acknowledging achievements and reinforcing the message that everyone is part of a united effort.

Challenges and solutions

Challenge: difficult conversations

At Infinity Academies Trust, school leaders sometimes encounter HR challenges, including issues related to workload, wellbeing, and parental grievances. Addressing these can be especially difficult, depending on the individual circumstances. However, leaders are supported in these difficult conversations through a useful framework. The CEO highlights that the primary hurdle in these scenarios is often not a lack of knowledge or expertise but rather a deficit in the confidence required to lead and care for people effectively

Solution: coaching and role-play

The Trust’s framework is centred around careful preparation. Leaders are encouraged not to rush into difficult conversations but to take the necessary time to think, seek advice, and plan their approach. This preparation is crucial for ensuring they can address the situation effectively. The Trust ensures leaders seek out and receive relevant advice by consulting with the CEO or Education Director. Furthermore, leaders are prompted to consider the follow-up of difficult conversations, plan the next steps and allow time to respond thoughtfully in emotionally charged scenarios, thereby promoting balanced reactions. Additionally, the Trust employs role-playing as a practical tool for learning how to manage challenging HR-related situations. Some school heads ask their assistant heads to plan out a conversation and prepare for it. Then, they play out the conversation until the assistant head feels comfortable to handle it on their own.

Practical advise to leaders

Prioritise relationships and clarity in values

The CEO of Infinity Academies Trust, Gavin Booth, emphasises the need for leaders to measure what they value and be explicit about their principles. This clarity aids in steering the entire organisation’s efforts towards common goals. It is crucial for leaders to get “as close to the source as possible,” which entails flattening hierarchical structures to facilitate open communication and direct engagement. Offering a structured framework for conversations and decision-making processes helps to ensure that team members feel supported and valued.

Embrace support and guidance

A significant piece of advice from Gavin is promoting a culture where seeking help and guidance is seen as a strength rather than a weakness. This approach challenges the misconception that to be effective, leaders must operate independently. He questions, “Why have you done this on your own? You didn’t need to do this on your own; we would have helped to do that.” This sentiment underscores the importance of collaborative efforts and leveraging collective expertise within a trust.

Leadership is a team game

Leadership within the Trust is depicted as a “team game,” moving away from the notion of the solitary leader who commands and controls. Gavin advocates for a mentality where leaders are an integral part of a team, actively seeking and incorporating diverse perspectives. This collaborative approach fosters a sense of unity and shared purpose amongst all members of the Trust.