
Education Matters | Sam Strickland, Behaviour & Belonging
Once again Education Matters has invited Sam Strickland onto a show. This time he’s on to talk about his fabulous latest book, Behaviour and Belonging: Creating School Cultures Where Every Child Thrives. Sam chose the order of his title deliberately, and he makes a persuasive case for it in conversation with Paul Hazzard, even after Paul admits he'd have swapped the words round. Sam is the principal of Duston School, a giant all-through school with 2,100 pupils aged four to 19 and more than 200 staff. His book distils years of school leadership into something short, direct and easy to dip into. It speaks to teachers, senior leaders, trust colleagues and anyone shaping school culture and classroom practice. This is Sam's third appearance on the show. Sam explains how behaviour and belonging feed each other, why clear institutional expectations give relationships the ground to grow and how both connect to learning through what he calls learning behaviours. Consistency runs through everything he says. "Consistency can be your greatest weakness if you're not, and it can be your superpower if you are." He means far more than rigid routines. Children need to know a teacher's mood won't decide the response, and pupils with special educational needs feel that certainty most. Paul makes a gentle plea for wriggle room, the humour and personality that make a teacher a human being rather than a script, and Sam agrees. Culture gets close scrutiny and, as Sam puts it, "We are a people-centric industry." It's built from thousands of ordinary moments, the front gate at half past eight, the good morning that goes unanswered, the walk along a corridor during lessons. Sam describes the difference between inheriting a deeply entrenched culture and turning one around, why a head's personality matters and how inconsistency from leaders erodes staff trust fast. His "all roads lead to Rome" chapter shows how behaviour, character values and community pride converge on a shared identity, and why the line "this is not who we are or how we do things here" works so well. It depersonalises correction, sets the pupil a quiet inner challenge and leaves their dignity intact. Each key stage at Duston owns a value, with respect at Key Stage 3 reaching from self and peers out to family and the wider community. Sam also talks candidly about the curse of knowledge, and why a pupil joining in Year 9 hasn't yet heard what everyone else has heard many times. The practical sections will interest anyone working on behaviour policy. Sam argues against one-size-fits-all systems, pointing to national surveys that put time lost to disruption at seven to nine minutes in every half hour, and explains how a three strikes model can let that loss build. He's equally clear on entry and exit routines, which calm classrooms, check understanding and give newer or quieter teachers a firm footing. Effective teaching, he insists, doesn't depend on being loud or larger than life. Expectations, he says, create emotional and psychological security, and that security has to reach staff too, who need to know leaders have their backs when things go wrong. The conversation also covers staying calm under provocation, curriculum as a source of belonging, a live issue as Northern Ireland undergoes major curriculum change, and how Sam finds time to write while running a school, including his view that anyone in leadership needs something they do for themselves, which for him means exercise. Paul closes with a favourite Harry Potter line about teachers and magic, “We teachers are rather good at magic, you know.” Professor McGonagall For anyone working in teacher education, initial teacher training, school leadership or continuing professional development, this is a warm, thoughtful and usable conversation. If it helps your thinking, follow Education Matters, leave a comment and share it with a colleague.













