Written by The end of last week, saw colleagues from fourteen of our schools join together with members of our Trust’s central team and our Chair of Trustees for a celebration event. The individuals recognised ranged in role from teachers and leaders to administrators and classroom support staff. Some serve primary phase schools, others secondary, and two colleagues were from our own central team. Some had been with John Taylor MAT for many years, others were relatively new employees of the Trust. What they all have in common is that they were nominated by their peers to become Values Champions under the Trust’s “Cheers for Peers” scheme in 2025-26 (referred to in my January 2026 Blog also).
The celebration, which centred on a traditional afternoon tea, was formally opened by our Chair, Colin Hopkins MBE, who spoke with great passion and sincerity about his own journey through education and the profound difference made by an individual who went above and beyond what would typically be expected of them. Without their interest in him, and their input, his journey would have been markedly different. He emphasised that we all can, and do, make such differences in the lives of the children and young people we serve.
Our colleagues had some time to talk with one another and share their experiences, their roles and how their professional growth before I closed the formalities with some words of my own. As you would anticipate, I expressed my pride in working with them, and thanked them for their continued contribution – and the sacrifices they make as a result of their commitment to the service of others and the delivery of our mission. They are truly remarkable people, and our schools are populated by many, many other colleagues who epitomise our values day-in, day-out to the benefit of all that work and learn alongside them.
I closed by sharing with them my own views of JTMAT as a values-driven organisation. It’s very easy, and throwaway, to refer to the institution to which one is associated as being “values-driven”. After all, who is likely to openly profess that they belong to a body that’s driven by something else? And yet, many people do belong to such organisations. Those organisations that put naked ambition above their existential purpose. Those where the pragmatism of the quick fix is valued above the hard work that is required of a lasting and sustainable solution. Those that see growth as a thing that they feel compelled to generate, as opposed to something that occurs naturally when conditions are right.
In her highly influential work, the Seven Signs of Ethical Collapse, Marianne Jennings cites the following as the “red flags” we all need to be aware of:
- Pressure to maintain the numbers: An obsessive, relentless focus on hitting financial targets, double-digit growth, or high returns, which drives employees to bend rules and rationalize unethical behaviour.
- Fear and silence: A stifling workplace culture where employees are afraid to raise concerns, reporting mechanisms are ignored or punished, and dissent is systematically silenced.
- Young ‘uns and a bigger-than-life CEO: An iconic, charismatic leader who demands absolute awe, surrounded by inexperienced or sycophantic direct reports who refuse to challenge authority.
- Weak board of directors: A passive or compliant board that fails in its oversight duties, lacking independence or the willingness to ask hard questions.
- Conflicts of interest overlooked or unaddressed: A normalization of personal or financial conflicts where individual gain supersedes the duty owed to the organization and its stakeholders.
- Innovation like no other company: An arrogant belief that the organization is so uniquely innovative or successful that standard rules, regulations, or basic gravity do not apply to them.
- Goodness in some areas atones for evil in others: The flawed rationalization that corporate philanthropy, public community service, or high religious/social standing excuses unethical treatment of employees or internal wrongdoing.
The list makes for uncomfortable reading. Our trusts and our sector, and especially our schools, their children and communities deserve so much. Our amazing “Cheers for Peers” Champions and the values they espouse are at the polar opposite to Jennings’ seven signs. For that, I am very grateful. Jennings’ book was recommended to me by our Trust Chair. I’m also grateful in knowing Colin is conscious of these signs too.
Thanks, as always, for reading.
Mike.
You must be logged in to post a comment.