Teach Primary Issue 19.5

teachwire.net/ 55 Understanding the stages of personal development can help to control stress and improve performance, says Viv Grant A lthough many years have passed, I still remember the quiet voice that lived in the back of my head when I first became a headteacher. It wasn’t the voice of reason or confidence; it was the echo of an old careers teacher who once told me I’d be lucky to get a job on the tills at the local supermarket. He didn’t see potential in me. And somewhere, deep down, a part of me held onto his limited perception of who I could be. So, when I stepped into my first primary leadership role, I exuded an air of confidence, but inwardly, I was harbouring a hidden fear… What if I’m not good enough? That moment, standing at the threshold of something new, is familiar to many. We’ve all experienced the stress of walking into our first classroom, leading our first assembly, navigating our first difficult conversation with a parent or colleague. And with it, the feelings of anxiety, uncertainty, and self-doubt that often creep in. The key isn’t to avoid these feelings. It’s to notice them, understand them, and build a toolkit that helps you respond with clarity and compassion for yourself, and for others. Stress and change When we accept that life is a continual process of change and that stepping outside our comfort zone naturally brings a range of stress responses, we become better equipped to face the unfamiliar with more ease, confidence, and intention. Taking on a leadership role, or simply saying yes to greater responsibility, often means entering what many call the stretch zone. It’s a space filled with possibility, but also vulnerability. If we’re not conscious of how we respond to stress, this zone can feel overwhelming and destabilising. But when we’re prepared, when we understand our personal stress triggers and have tools in place to support ourselves, the stretch zone can become fertile ground for growth. Identifying your stress triggers To grow in the stretch zone, we first need to understand how we respond to stress. Each of us carries our own set of triggers: emotional, mental, and physical signs that tell us we’re under pressure. These signs are often subtle. Stress doesn’t always look like panic or tears. More often, it’s the Sunday night dread. The sharp tone in a staff meeting. The exhaustion that doesn’t go away with a good night’s sleep. The quiet ache of self-doubt. To manage stress effectively, we need to pay attention to our early warning signs. A few reflective questions might help: • When do I feel most depleted or disconnected frommyself? • What situations consistently leave me tense or anxious? • Are these reactions new, or do they echo deeper beliefs I’ve carried for some time, such as the fear of not being good enough? Often, our stress isn’t just about workload. It’s about the stories we’ve absorbed about our worth, our ability, or our right to lead. The only constant in life IS CHANGE www.teachwire.net | 55 “Taking on leadership often means entering the ‘stretch zone’” HE A L TH & WE L L BE I NG S P E C I A L