Blog Two
Following my first blog I will be following up with specific examples of what the best Directors of Sport are doing. This second blog focussing on Purpose-Driven Leadership in Sport: Turning Vision into Daily Practice
The most successful Directors of Sport lead with clarity and conviction. Their purpose is more than a strapline—it’s a driving force that shapes their decisions, inspires their teams, and aligns seamlessly with their school’s values. This sense of direction fosters a shared ethos that runs through every layer of the sporting programme, creating coherence between what happens on the pitch and the school’s broader educational mission.
But how do they do it in practice?
Here are some examples of purpose-driven leadership I have seen on my school visits:
1. Crafting and Living a Clear Mission for Sport
Top-performing DoS don’t just assume the school’s aims cover sport—they articulate a dedicated mission statement for their department.
Example: At the start of the academic year, one DoS leads a workshop with their team to co-create a short, memorable mission—e.g., “Sport at school builds character, champions inclusivity, and strives for excellence.” This statement is shared with all members of the school community, possibly at an INSET day and/or pupil assembly added to induction packs, revisited in staff briefings, mentioned in social media posts and pupil reports
2. Aligning with the Whole-School Vision
Purpose-driven DoS seek alignment, not isolation. Directors of Sport need to “Stand Up” to understand the overall school vision and “Sit Down” with their own Sports Department to see the whole landscape
Example: A DoS meets termly with the Head and Deputy Head Pastoral to ensure that sport contributes meaningfully to the school's strategic goals—such as wellbeing, pupil voice or leadership development. They then adapt training programmes or inter-house competitions to support these wider priorities.
Example: DoS also holds termly or half termly individual meetings with their team (example questions at end)
3. Strategic Time Management
The best leaders make time for what matters most.
Example: A DoS sets aside time every week for “Blue Sky Time”—free from emails or admin, dedicated to strategic reflection, reviewing department plans and checking in with senior staff about upcoming priorities.
4. Involving Key Stakeholders
A shared vision is a powerful one.
Example: One school runs an annual ‘Sport Vision Breakfast’(could also be after school)—an informal gathering where parents, students and senior leaders reflect on what’s working and what could improve in the sports programme. The feedback directly informs the following year’s development plan.
5. Building a Balanced Sports Development Plan
Successful DoS don’t pit performance against participation—they blend them.
Example: A department maps out a sports pathway from Year 3 to Year 13, ensuring there are multiple entry points for students with different interests and abilities. They introduce “Active for Life” clubs alongside competitive squads, recognising that success looks different for every pupil.
6. Embedding Values into Daily Practice
Values come alive when they’re visible in everyday actions.
Example: Coaches are encouraged to highlight weekly examples of core values—like resilience or sportsmanship—in team meetings, on social media and whole staff meetings. These stories are also celebrated in school assemblies and shared in newsletters, reinforcing behaviours that matter.
7. Using Storytelling to Inspire
People connect with purpose through stories, not spreadsheets!
Example: The DoS starts each term’s staff meeting with a short story—perhaps about a Year 8 pupil who overcame anxiety to join a team, or a Sixth Former mentoring younger players. These stories bring the vision to life and remind the team why they do what they do.
8. Creating Cycles of Evaluation and Adaptation
Vision isn’t static—it evolves.
Example: After each term, coaches complete a short reflective survey: What went well? What challenged our values? What needs to change? The responses feed into an evolving action plan that keeps the department agile and responsive.
Final Thought
Being a purpose-driven leader isn’t about having all the answers—it’s about setting a clear direction, staying curious, and bringing others with you. When sport is led with intention and heart, it becomes a powerful force for belonging, growth, and transformation in a school.
So, the challenge is this: What’s your sporting purpose—and how does it show up in your daily practice?
Here are some questions you might like to ask in your one-to-one meetings with your team:
What haven’t we tried that would add value to the experience we offer our pupils?
In what areas have we excelled as a staff since the start year?
If we could re-do this past six months, what would you change and why?”
How can I support your professional growth in the months ahead?
What decision(s) did I make that felt challenging to get on board with?
What resources/equipment/staffing are we missing that would help enable you to be at your best?
To what degree do you feel “psychological safe” in our department and at school?
To what degree do others in our team feel “psychological safe” in our department and at school?
From your perspective, how can I improve to help our team improve?
What do you enjoy most about being part of our team?
What do you need from me to do your best work?
Do you have the opportunity to do what you do best every day?
Are there any other questions you think I have missed?
