10 November 2026
Every successful school relies on people who influence practice, support colleagues, solve problems and help turn ambitions into reality. Whether they are leading a subject area, coordinating a phase, managing a team or taking on wider responsibilities, these colleagues play a vital role in helping schools thrive.
Middle leaders occupy a unique position within schools and trusts. They bridge the gap between strategy and day-to-day practice, helping to turn vision into meaningful experiences for children and young people. Alongside this, they support colleagues, drive improvement, monitor standards and contribute to the wider success of their organisation.
The role is both rewarding and challenging. It requires more than expertise in a specific area. Middle leaders need to build relationships, influence others, manage competing priorities, navigate change and create environments where colleagues can succeed.
Professional development is often associated with preparing people for their next role. While progression is important, development is equally valuable for those who want to grow, contribute and have greater impact in the role they already hold.
For aspiring middle leaders, development can build confidence and provide insight into the realities of leadership and responsibility.
For those new to post, it can help turn leadership theory into practical action, supporting them to lead effectively and establish themselves in their role.
For experienced middle leaders, ongoing development provides opportunities to refine practice, explore new approaches and respond confidently to changing challenges.
At every stage, professional learning helps people build the knowledge, skills and confidence they need to flourish.
Leadership and responsibility can sometimes feel isolating. Learning alongside peers creates opportunities to share experiences, explore challenges and gain new perspectives from colleagues working in different schools and contexts.
Feedback from last year's participants highlighted the value of this shared learning experience.
2025-26 Participant
"The staff who have led sessions have been really positive and inspiring. They are not afraid to share their own real-life experiences, and I felt empowered in their company."
2025-26 Participant
"It inspired, reassured and encouraged me. It reassured me that what I was doing was good, inspired me to improve and encouraged me to keep developing."
Participants also reported high levels of satisfaction with the programmes:
At Red Kite Connect, we believe professional learning should be relevant, practical and accessible at every stage of a person's career.
Our Middle Leader Programmes provide tailored support for colleagues at different points in their professional journey:
Aspiring Middle Leader Programme: for colleagues considering their next career step and exploring leadership responsibilities.
New to Post Middle Leader Programme: for those taking on their first middle leadership role.
Existing Middle Leader Programme: for established middle leaders looking to deepen their expertise and enhance their impact.
Delivered by experienced colleagues from our partnership, the programmes combine practical development, professional reflection and opportunities to learn from others across the education sector.
Developing confident, capable middle leaders is about more than preparing future senior leaders. It is about helping people thrive in their current roles, strengthening teams and building the capacity that schools need to deliver lasting improvement.
When people feel supported, valued and equipped to succeed, they are better able to contribute to the success of their colleagues, their schools and the children and young people they serve.
Investing in professional development is ultimately about creating the conditions for people to flourish. And when people flourish, schools thrive.
10 November 2026
Every successful school relies on people who influence practice, support colleagues, solve problems and help turn ambitions into reality. Whether they are leading a subject area, coordinating a phase, managing a team or taking on wider responsibilities, these colleagues play a vital role in helping schools thrive.
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13 October 2026
School leaders are often told what needs to change. The harder task is working out how to make improvement happen through people. Drawing on their experiences of headship, Angela O'Brien and Rachel Rose explore how Systems Leadership can help leaders build clarity, strengthen teams and create the conditions for lasting change.
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1 June 2026
The Teacher Training Entitlement (TTE) was introduced as part of a Labour manifesto commitment, signalling a renewed investment in the development of teachers and leaders at every stage of their careers. While many will be familiar with the Early Career Framework (ECF) and National Professional Qualifications (NPQs), there has, until recently, been less clarity about what a broader entitlement for all staff might look like.
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