On leading people

 Lead the Head. Earn the Trust. Touch the Heart.

Over 45 years in education, I have learnt a great deal about leadership simply by watching people. I have had some wonderful role models along the way, but some of my strongest lessons have also come from seeing what happens when leadership gets it wrong.

I first came across the terms Logos, Ethos and Pathos in a philosophical article I happened to read. The three words stayed with me because, the more I thought about them, the more I realised how closely they connect with leadership.

One thing I have learnt over the years is simple: you cannot force a good idea down someone’s throat. It's always been a big NO for me. 

The days of “because I said so” leadership are largely gone. Perhaps earlier generations accepted it more readily. Today, people want to understand why something needs to change, how it will work, what it will achieve and what difference it will make.

And I think that is a good thing.

That is where Logos, Ethos and Pathos come in.

Logos — make the case.

Give people the facts, evidence and reasoning behind an idea. Warren Buffett is a good example of the power of a clear, well-reasoned argument.

Ethos — earn the trust.

People need to believe in the person behind the message. Experience, character and consistency matter. Mahatma Gandhi demonstrated how leadership can be grounded in the credibility of the person as much as in the message.

Pathos — touch the heart.

Even the strongest argument may not move people unless they have a reason to care. Martin Luther King Jr. showed the extraordinary power of hope, purpose and emotional connection.

The best leaders use all three. The balance simply changes according to the person, the situation and the decision.

I remember an occasion in education when this became very real for me.

We were starting a particular prose book in Grade 9, and I suggested moving it to Grade 8.

There was understandable hesitation. Why change something that had been done the same way for years?

My reasoning was straightforward. Starting earlier would give teachers and pupils more time to teach, learn and assimilate the book, rather than having to rush through it.

We discussed the reasoning, the practicalities and the expected outcomes. But at some point, the conversation came back to the pupils themselves.

Why should learning be a race against time?

Why not give children the space to understand, absorb and enjoy what they are learning?

The discussion gradually became less about moving a book from Grade 9 to Grade 8 and more about a simple question: what is better for learning?

That experience reinforced something I have seen throughout my career. Leadership is not about forcing people to accept your idea. It is about helping them understand it, trust it and, ultimately, see why it matters.

Logos makes the case.

Ethos earns the trust.

Pathos touches the heart.

When you bring all three together, you move beyond compliance.

You create commitment.