Tuesday, 19 July 2016

The Great Degeneration: how Institutions decay and Economies die by Niall Ferguson - Summary of key points

Niall Ferguson is a prophet of our time. His great strength as an historian is that he applies the lessons of the past to comment on the present and to warn about the future.
In the The Great Degeneration Ferguson sets out to discuss the state of our political, economic, legal and social institutions by opening up what he calls four 'long-sealed black boxes': 'democracy', 'capitalism', 'the rule of law' and 'civil society' (p.11). Each of these four themes originally formed a Radio 4 Reith Lecture in 2011 and now form a chapter of the book (Links to the Reith Lectures can be found at the end of this article).

Chapter One: The Human Hive
Ferguson, revisiting some of the arguments in his excellent book Civilisation: the West and the Rest, sets out to explain the 'great divergence' after 1500 whereby Western civilisation fares so much better than other civilisations. His answer is that institutional evolution is the key to understanding Western ascendancy: it was Western institutions and in particular 'the rule of law' is what made the difference. He argues that the Glorious Revolution of 1688 and the 1689 Bill of Rights was a turning point that laid the foundations for the subsequent economic developments of agricultural improvement, imperial expansion and industrial revolution (p.32-3).
Turning to the present, Ferguson argues that excessive public debts are a symptom of the breakdown of what Edmund Burke called 'the partnership between the generations'. For Ferguson a great malaise of modern society is that Governments around the world have allowed public debt to grow out of control allowing 'the current generation of voters to live at the expense of those at yet too young to vote or as yet unborn' (p.41).

Chapter Two: The Darwinian Economy
Reflecting on the causes and lessons of the global financial crisis that began in 2007, Ferguson argues that over-complicated financial regulation was a key factor. Characteristically, he provides historical insights by reference to Walter Bagehot's Lombard Street published in 1873, which reflected on the financial crises and legislation of the nineteenth century. He concludes by arguing for a return to 'Bagehot's world where individual prudence - rather than mere compliance - precisely because the authorities were powerful and the crucial rules unwritten' (p.77); and that rogue bankers should be incarcerated pour encourager les autres. The chapter would be a useful addition to a reading list for anyone preparing for a university interview in Economics or Banking and Finance.

Chapter Three: The Landscape of Law
Ferguson argues that 'the Rule of Law' is fundamentally good because of the material consequences that it brings, particularly because it is conducive to economic growth. The key to this important aspect of the Rule of Law is the ability of societies to develop effective, low-cost enforcement on contracts; but history tells us that the problem is getting the enforcers (often the state) not to abuse their powers. Ferguson argues that, viewed historically, the English system of Common Law 'was superior in performing the twin roles of contract enforcement and coercion constraint to all other systems (French, German, Scandinavian and Chinese). This is because English common law systems offer greater protection for investors and creditors, and thus people in these systems are more willing to invest and lend money. It is the flexibility of common laws systems that make them superior. He cites two judicial appeal summations to make his point:
"Common law adapts itself by a perpetual process of growth to the perpetual roll of the tide of circumstances as society advances."  (Danzig, 'Hadley v Baxendale', p.277)
and
"In the course of deciding the case before him he [the judge] may, on occasion, develop the common law in the perceived interests of justice."  (Lord Goff in Kleinwort Benson v Lincoln City Council, 1999)
Ferguson then identifies four present threats to 'the Rule of Law':
  1. How far our civil liberties have been eroded by the national security state ("a choice between habeas corpus and hundreds of corpses"?! p.97);
  2. The intrusion of European Law, with its civil law character, into the English legal system;
  3. The growing complexity of statute law;
  4. The mounting cost of the law.
The consequence particularly of these complexities and cost is that societies become less competitive economically. Citing the Oxford Developmental Economist, Paul Collier, Ferguson argues that there are four steps which developing nations wishing to establish 'The Rule of Law' need to put in place:
  1. reduce violence
  2. protect property rights
  3. impose institutional checks on government
  4. prevent corruption.
Ferguson concludes the chapter by arguing that the present malaise in the West is because there has been a shift from 'The Rule of Law' to 'The Rule of Lawyers' -  where rather than using the law to make a better society, lawyers are using the law to their own ends.
The chapter would be a useful addition to a reading list for anyone preparing for a university interview in Law.

Chapter Four: Civil and Uncivil Societies
Ferguson here argues that reform of our society must come, not from public institutions, but from the the citizens of civil societies working independent of the state. He tracks the decline in membership of voluntary associations both in US and the UK and argues that it is these institutions that are the key to a civil society because they foster a sense of corporate responsibility among individual citizens, rather than relying on the state to solve society's ills. Indeed he goes so far as to argue that some of the finest institutions in the world are independent of governments, in particular, the Independent School sector and the top universities.
Ferguson's solution to the ills of the modern West, is that we all need to get more involved in society:
"True citizenship is not just about voting, earning and staying on the right side of the law. It is also about participating in the 'troop'." (p.132)
Conclusion
In the final chapter, Ferguson looks to a future of increased urbanization and mega-cities with a degree of optimism. His argument is that the net benefits of urbanization are conditioned by the institutional frameworks within which cities operate.
"Where there is effective representative government, where there is a dynamic market economy, where the rule of law is upheld and where civil society is independent of the state, the benefits of a dense population overwhelm the costs." (p.142)
This is an excellent little book (it is only 152 pages) and will take a couple of hours to read and many more to digest. It is very accessible - add it to the list of books your pupils should read before leaving school.

LINKS: The Reith Lectures 2012: The Rule of Law and Its Enemies
  1. The Human Hive - Ferguson argues that institutions determine the success or failure of nations.
  2. The Darwinian Economy - Ferguson reflects on the causes and lessons of the global financial crisis.
  3. The Landscape of the Law - Ferguson asks if different systems of law are key to economic success.
  4. Civil and Uncivil Societies - Ferguson asks what constitutes a vibrant and independent civil society.
These can be downloaded as MP3 podcasts from here.

Friday, 15 July 2016

That's not how we do it here! by John Kotter & Holger Rathgeber - Book Review

That's not how we do it here! is a fable which addresses the issue of how organisations and the individuals within them can respond to the present phenomenon of constant change. Whereas their previous fable, Our Iceberg is Melting, tackled the issue of how to lead change in a crisis situation, illustrating Kotter's eight step process for Leading Change; this book builds on Kotter's work in Accelerate XLR8. The essence of Kotter's argument here is that that established hierarchical managerial structures do not provide the agility for organisations to respond sufficiently quickly to the demands of the ever changing world of modern business. 
The fable is set in a Meerkat colony in the Kalahari Desert. 
  1. Kotter first presents us with an established colony which has rigid leadership and management structures which are tried and tested and have seen the colony thrive in the past; and where innovative ideas are greeted with "That's not how we do it here!". However the colony is incapable of responding to the new challenges that a changing environment brings (drought, attacks by vultures).
  2. Kotter then presents us with a "Start-up" Meerkat colony where there is shared vision and shared ownership. Meerkats are given the licence to explore new ideas and to solve problems creatively. However, this colony hits problems when it grows to a size where there is a loss of accountability and a lack of the discipline that allows larger organisations to operate.
  3. Finally, Kotter presents us with his model which has features of both the established and the start-up models, thus allowing complex organisations to operate in changing environments.
At the heart of Kotter's approach is a different way of looking at the relationship between leadership and management. Organisational size and complexity demands management ; technological and other forces demand leadership. The modern era demands an approach that has the best of traditional leadership and management models. He illustrates this in the following grid:
  1. Most organisations are in the bottom right quadrant: 'well run but bureaucratic and unable to change quickly'; 
  2. Start up organisation are in the top left quadrant: 'Innovative, adaptive and energetic, but chaotic.
  3. Kotter's model is in the top right quadrant, 'Well run and Innovative, adaptive and energetic.'
This book only touches on Kotter's theory in this respect and readers would be well advised to invest in  Accelerate XLR8 for deeper insight.
Once again this is a hugely accessible book which enables leaders to help their organisations understand why there is a need for change and paints a clear picture of what that better organisation might look like once that change has come.

Monday, 30 May 2016

Using Appraisal to Drive School Performance - Presentation

A presentation given to the Education Experts Conference in Dubai on Monday 30th May, 2016.

Saturday, 30 April 2016

Management Teams - Why they succeed or fail by Meredith Belbin - Key Points

Belbin is a name that has become synonymous with the profiling of teams and thus it is no surprise that Meredith Belbin's Management Teams - Why they succeed or fail has become a seminal text.  Here are a few key points:
Methodology: Belbin's conclusions were based initially on research in putting teams together for management exercises at Henley Management College in the 1970s and 1980s Teams were put together by the research team on the basis of a range of psychometric tests. These teams were then tested by their performance in business game simulations where success was measured in terms of the overall profit which the team generated in the course of the exercise. Having developed a theoretical model in the Henley test-bed, Belbin subsequently put his ideas in practice in a range of industries.
Team Roles: Belbin identifies key roles within teams.  These are usefully summarised by Belbin in a very useful summary sheet, a full size version of which appears at the end of this blogpost and which can be downloaded from Belbin's website here.
Summary of Conclusions
The contributing factors to Successful Teams were:
  1. The attributes of the person in the Chair;
  2. The Existence of a good 'Plant' (the creative, imaginative, free-thinking role);
  3. A spread in mental abilities;
  4. A spread in personal attributes laying the foundation for different Team Role capabilities;
  5. A distribution in the responsibilities of members to match their different capabilities;
  6. An adjustment to the realization of balance.
The contributing factors to Unsuccessful Teams were:
  1. Characterised by an over-emphasis on a particular ability or Team Role;
  2. Individuals took on a role that was not suited to their personalities;
  3. When key roles were required,but never filled.
The role of Intelligence: Interestingly teams with very high intelligence (Belbin calls these 'Apollo Teams') were very rarely successful - so you 'can beat bright'; conversely teams where there was no one with high intelligence were almost always doomed to failure.
Team Leadership: Characteristics
  1. The most effective team leaders were not the highest scorers in mental ability;
  2. The most effective team leaders followed the 'Co-ordinator' profile (see team role sheet below)
  3. 'Shapers' (a less calm, more driven Team Role profile) were successful at times;
  4. Different leadership attributes were required to lead an 'Apollo team' of experts.
Personality Attributes of the Successful Chairmen (p.49-50)
  1. A trusting nature;
  2. A strong basic dominance (that to some extent counter-balanced their accepting nature)
  3. A strong and morally based commitment to external goals and objectives;
  4. Calm and Unflappable in face of controversy
  5. Geared towards practical realism;
  6. Possessed of a basic self-discipline;
  7. Naturally enthusiastic;
  8. Prone to detachment and distance in social relations.
Team Size:
  1. The bigger the group, the greater the pressure to conformity;
  2. Teams of 6 are often optimum
"A team of six could offer a broad range of technical skills and Team Roles so that a company could achieve, if its composition was favourable, a high degree of balance." p.113



Saturday, 9 April 2016

Sleeping with your SmartPhone by Leslie Perlow - Book Review

This book is not about managing SmartPhone usage; it is about the steps that an organisation can take to improve the efficiency of how teams work, one by-product of which was that employees achieved a better work-life balance.
On one level it is the heart-warming story of how it took a Harvard Business School professor to get a group of highly paid workaholic consultants (Boston Consulting Group BCG) to turn their undoubted organisational talents inwards to achieve the simple goal of having one 'predictable night off' a week.
In essence there were two components to the 'Predictable Time Off' (PTO) project:
  1. A collective goal of Predictable Time Off
  2. Space for Structured Dialogue
Interestingly, the primary value of the PTO project was not that the employees ended up with more quality free-time (although in most cases that did happen), rather that the process itself set up a dialogue within the teams that in time fostered a mindset that challenged the status quo - challenging long-established ways of doing things and exploring new ones. The PTO process was a vehicle to change the culture of the organisation by opening up new methods of communication within project teams. PTO was an indirect way "to get people to challenge their beliefs about what the work requires as well as to cause people to actually make changes to how they do their work." (p.129).
Reflecting on the four years of the project, the author writes,
"What we have done at BCG is break the cycle of responsiveness and create a new system where all the components are now congruent around a new culture focused on getting the work done in ways that minimise the bad intensity and maximize individual's control." p.203
As one BCG partner summed it up,
"The value of PTO is in fighting that assumption that work-life balance and effective case teams are mutually exclusive. Because they are not." p.205
The obvious problem with this research project is that it is based around an acknowledged extreme of organisational behaviour where working away from home four nights a week is their form of norm, so people working in gentler contexts will have to translate accordingly.

This is an interesting and necessary piece of research. However, the book is in the overly repetitive style characteristic of many American business books, taking a simple message and story and milking it for all it's worth to the point that it justifies publication as a book, rather than as a pamphlet or magazine article.
Rather than buying the book I recommend that you read Leslie Perlow and Jessica Porter's  article, 'Making Time Off Predictable—and Required' Harvard Business Review (October, 2009); and Leslie Perlow's excellent TED talk, Thriving in an overconnected world

Monday, 4 April 2016

Bill Walsh Lessons in Leadership Part Two: An example of what not to do

Whilst The Score Takes Care of Itself has some excellent insights for leaders, the Bill Walsh story is also a cautionary tale, for it highlights the pitfalls of "Hero Leadership".


Pitfall No.1:  Inability to Delegate
Bill Walsh had an excellent knowledge of his industry, he had served his apprenticeship with some of the best and had had opportunity to develop his leadership style as Head Coach at Stanford. He was a perfectionist and this was his fatal flaw. As Head Coach and General Manager he took overall control of the whole organisation both on and off the field. He knew everyone's job, he had defined everyone's job, he set the standards for everyone's job, and believed that he could do everyone's job better than them (which may have been true) but ultimately it led to him 'burning out'.
"Somehow in my mind I believed that I as the best qualified to do almost every job, especially when it came to the offensive part of our game, In one sense, it stemmed from confidence; I was absolutely sure that if I did the job it would not get screwed up. Well that can only take you so far. Pretty soon you're on overload while very talented people in the organization are being underultilized. 
There were others, too, on my staff who are able and willing to take on more responsibilities. They were willing; I was reluctant, even unwilling - unable is perhaps more accurate.
Well that kind of thinking can only take you so far. Eventually you are working seven days a week, sixteen hours a day, with little good sleep, eating poorly, and dealing with all kind of forces."  (p.212-3)
Leaders need to look after themselves and one of the ways they can do this is by putting trust in the talented team that they have around them.. They need to use the capacity gained to take time away from the nitty gritty of work. to be able to reflect and to develop time on the ball (see blogpost).

Pitfall No.2: Perfectionism - knowing when to let things go
Bill Walsh strove for perfection - he loved what he calls the "puzzle of perfection". His analysis of the team's performance in when they beat Miami 38-16 to win their second Super Bowl (XIX) is a case in point (p.190-92): Walsh describes this as a "the closest I've ever come to coaching a perfect game", yet Walsh continues "two events marred it for me to this very day" and proceeds to deliver a detailed post-mortem on the two imperfect plays of the game.
Here lies the paradox that makes great leaders: leaders necessarily focus on things that go wrong because these are the areas for improvement; but the leaders who are able to sustain high levels of leadership need to learn when to let things go. Bill Walsh didn't and he allowed his perfectionism and attention detail to shift from being a creative to a destructive force.

Pitfall No.3:  Allowing Winning to become "Not-failing" - The Challenge of Sustained Success
No one expected the San Francisco 49ers to win Super Bowl XVI, a year after they had had one of the worst records in the league. However, with success came raised expectations and this only increased further when the 49ers won Super Bowl XIX four years later. Fear of failure drove Walsh to the point where victory was not enough - it simply became a form of not-losing. Walsh's advice with the benefit of hindsight was:
Avoid the destructive temptation to define yourself as a person by the won-lost record, the "score," however you define it. Don't equate your "won-lost record" with your self-worth. (p.225-6)
Walsh cautions against a world where executives cannot celebrate success because they are immediately preparing to win the next battle.

Pitfall No.4: Not Managing Up" - Not managing Expectations
Part of Walsh's problem in his latter years is that he did not "manage up" well. He allowed the owner of the club to have unrealistic expectations and set unrealistic, and ultimately unachievable, targets (a Super Bowl every year).  This was a major contributory factor to his burn out and early retirement.

The section where Walsh talks about the relationship with his owner (p.220-21) chimed with me. Throughout my 14 years of school leadership in the UK the most debilitating part of the job was managing expectations of Governors. In particular, there was always a constituency on the Board who, within minutes of my announcing record results for the nth consecutive year, shifted from momentary praise to laying out their expectations for even better results the following year. 
Over the years, I have realized that an important part of the role of a leader is to manage the expectations of key stakeholders (particularly, parents and Governors), Most of all, I have come to understand that I have a responsibility both to the staff, to the senior team, to the organisation and to myself to protect ourselves from short-term demands from Governors. Burnt out school leaders and staff do not bring about sustained school improvement - School Board members around the world and the British Government take note.

Friday, 1 April 2016

Bill Walsh Lessons in Leadership Part One: An example of how to transform an organisation

Bill Walsh was the coach who turned around the San Francisco 49ers taking them from the bottom of the pile to being a team that won five Super Bowl titles in 15 years. His book The Score Takes Care of Itself - My Philosophy of Leadership is packed full of insights about how to lead and manage people and how to drive change in an organisation:
"Running a football franchise is not unlike running any other business. You start first with a structural format and basic philosophy and then find the people who can implement it."  (Frontispiece)
There is not sufficient space here to do justice to all the many insights in contained in the book, so I will endeavour to give a flavour here.

Standard of Performance
At the heart of Bill Walsh's approach is the Standard of Performance - i.e. the high requirements that he had for actions and attitudes. These applied not only to the players but to every person within the organisation (he was both Head Coach and General Manager). Everyone knew how they contributed to the aim of the organisation and what what was expected of them. 
These are the characteristics of his personal Standard of Performance:
  1. Exhibit a ferocious and intelligently applied work ethic directed at continual improvement;
  2. Demonstrate respect for each person in the organisation and the work he or she does;
  3. Be deeply committed to learning and teaching, which means increasing my own expertise;
  4. Be fair
  5. Demonstrate character;
  6. Honor the direct connection between details and improvement;
  7. Show self-control, especially where it counts most - under pressure;
  8. Demonstrate and prize loyalty;
  9. Use positive language and have a positive attitude;
  10. Take pride in my effort as entity separate from the result of that effort;
  11. Be willing to go the extra distance for the organisation;
  12. Deal appropriately with victory and defeat, adulation and humiliation;
  13. Promote internal communication that is both open and substantive (especially under stress);
  14. Seek poise in myself and those I lead;
  15. Put the team's welfare and priorities ahead of my own;
  16. Maintain an ongoing level of concentration and focus that is abnormally high; and
  17. Make sacrifice and commitment the organisation's trademark.

Bill Walsh was a man who liked lists ("Great organisation is the trademark of great organisations" p.85) and the book contains many useful lists of advice. Here's one for Leaders:

Be a Leader - Twelve Habits Plus One
  1. Be yourself
  2. Be committed to excellence
  3. Be positive
  4. Be prepared (Good luck is the product of good planning)
  5. Be detail-oriented (but don't bury yourself in the detail)
  6. Be organized
  7. Be accountable
  8. Be near-sighted and far-sighted (keep everything in perspective)
  9. Be fair
  10. Be firm
  11. Be flexible
  12. Believe in yourself
  13. Be a leader
"A self-sustaining winning organisation"
Walsh's leadership aim was to produce "a self-sustaining winning organisation" where "everyone is able to execute their responsibilities in all ways at the highest level" (p.229), even under extreme pressure. This was illustrated in the final play of the final game that Bill Walsh ever coached. In the Super Bowl XXIII,  San Francisco 49ers were trailing 13-16 when they got possession of the ball on their own 8 yard line with only 3:08 left on the clock. What followed became legendary in NFL history: The 92 yard "Drive" to win the Super Bowl with seconds to spare:


"The Drive" was in many ways a culmination of all that Bill Walsh stood for. It was the product of hours of training, preparation, excellent strategy and meticulous planning and, executed in the cauldron of the final seconds of a Super Bowl. San Francisco went on to win Super Bowl XXIV the following year - evidence, if any were needed, that Bill Walsh had indeed produced "a self-sustaining winning organisation".

This is a book that is already heavily annotated and one to which I know that I will return, time and time again. I cannot recommend it more highly.

There is a negative side to the Bill Walsh story, which I will discuss in Part Two of this review.

Monday, 18 January 2016

STEM v STEAM

The STEM movement was borne out of an initiative of the US National Science Foundation, to promote the quality of science education in order to address a practical problem in US society, namely that the US economy was experiencing a shortage of technically skilled workers. STEM education programmes set out to improve the quality of high school teaching in these areas, and thus provide a work force equipped with the technical skills and knowledge required for the C21.
The STEM movement never argued that the humanities and creative subjects were not important, rather it set out to address an imbalance within society. 
STEM initiatives in the UK
An examination of UK undergraduate admissions illustrates the need for STEM initiatives. According to the Higher Education Statistics Agency (HESA) data for 2013-14 (most recent available at the time of writing) 45.1% of first degree undergraduates are studying science subjects (as defined by UCAS and HESA categories). A subject breakdown f the 1,533,855 first degree undergraduates in the UK shows:
  • Mathematics  35,570 (2.3%)
  • Physical Sciences  71,080 (4.6%)
  • Engineering  106,065 (6.9%)
  • Architecture  31,160 (2.0%) 
Full Data Table available at the end of the article
The fact remains that relatively few undergraduates in the UK are studying Mathematics and Physical Sciences as their first degree. (In fact these figures may be even worse of the UK economy than these statistics suggest, given the high proportion of overseas undergraduates studying sciences).  This has a double impact, both for society and for education.
The Royal Society paper The Science and Mathematics Teaching Workforce (2013) puts forward comprehensive evidence for the need for the active promotion of teaching as a career path, particularly for Mathematics and the Physical Sciences to halt a potential cycle of decline in the quality of STEM teaching in the UK. On this basis 
STEAM initiatives are to some extent a reaction to the STEM movement, seeking to redress a balance in education that does not prioritise STEM at the expense of the humanities, languages and creative subjects. However, with the exception of languages, these subjects are buoyant as the HESA data shows. Of the 842,560 (54.9%) first degree undergraduates in the UK who are studying other subjects:
  • Business and Administrative Studies  205,285 (13.4%)
  • Social Studies 147,570 (9.6%)
  • Creative Arts and Design  139,035 (9.1%)
  • Languages  88,680 (5.8%)
In the UK, at least STEM initiatives are particularly important part to play to address what is a considerable imbalance in society.

STEM v STEAM in the Middle and Far East
The STEM v STEAM debate has a different complexion in the Middle and Far East as here a much more utilitarian and practical approach to education is the norm. These fast-growing economies have a pressing need to for technically trained graduates to drive change. Here engineers and scientists are valued and remunerated accordingly.
In this context, STEAM initiatives that seek to temper the STEM drive, by promoting the importance of creativity are much needed, once again, to address an imbalance within society.




Saturday, 16 January 2016

Grade Inflation in Higher Education

The Editor
The Times of London
Sir,
Grade inflation in Higher Education ('Universities stand accused after top degrees soar' The Times 15/01/2016) is an inevitable consequence of the policy to apply market forces to the sector. Like independent schools who have operated in this environment for decades, universities are businesses selling education and competing to attract students. Unlike independent schools, universities not only teach but also can determine their own results. Given the economic pressures on these institutions to fill places, there is no incentive for them award low degrees. With three-quarters of degrees awarded at Upper-Second or First Class, the time has come for a separation of teaching and degree-awarding powers, as there is in secondary education.
Yours faithfully,
Mark S Steed
Director
Jumeirah English Speaking School, Dubai.

Thursday, 14 January 2016

Letter from Dubai: The Teacher Recruitment Crisis: the UK cannot compete in a Global Marketplace

Teacher recruitment is top of the agenda for the senior leadership teams in most schools in the UK.
What hasn't been recognised in the debates in the UK media is that Britain is now competing for teachers in a global marketplace. Britain is not alone in struggling to find suitably qualified school leaders and teachers to stand in front of classes. There is a worldwide teacher recruitment crisis at every level: from classroom teachers through to school Principals. Schools are chasing the top talent; middle and senior leaders are in short supply; and specialist teachers in STEM subjects are at a premium.

Britain's immigration policies and tax regime means that Britain is simply not equipped to compete in this global market place.  Britain makes it difficult for talented teachers around the world to move to the UK; and the levels of taxation and the cost of living mean that teachers' salaries in the UK are unattractive.
Allow me to illustrate,
  • Experienced teachers in the England and Wales (ex. London) on the Upper pay range (U3) earn £37,8713; even with a Teaching and Learning Responsibility (TLR1), they earn £50,641 (Source: NASUWT website)
  • Experienced teacher in Inner London on the Upper pay range (U3) earn £46.365; even with a Teaching and Learning Responsibility (TLR1), they earn £58,635 (Source: NASUWT website)
By comparison:
  • An experienced classroom teacher in a top school in Dubai earns £69,000 [AED 370,000] in salary and allowances; and medical care is provided by the employer. That's the equivalent pre-tax salary of over £100,000 in the UK. Granted that living in Dubai is expensive, but no more expensive than living in London.
  • The key differences between working in London and working in Dubai
  1. that there is limited job security (one-year and two-year renewable contracts are common);
  2. there is no state-guaranteed teachers' pension scheme (instead an end of service gratuity equivalent to three weeks' salary for every year worked is paid); 
  3. teachers with children may have to pay/contribute to school fees;
  4. the sun shines every day!
Working overseas is no longer the hardship posting that it was 20 years ago. The international schools market is much more mature. There have always been outstanding British schools overseas (JESS and Dubai College in Dubai; Tanglin in Singapore etc.), but the marketplace has exploded in the past ten years as commercial school chains (such as Nord Anglia and GEMS) have spread their reach, and as Independent Schools from the UK (and elsewhere) establish franchise schools (Repton Dubai) or establish subsidiary companies (Dulwich InternationalHarrow International) around the world . These factors have meant that working abroad has never been a more attractive career step for teachers.
There are 21 schools set to open in the UAE in 2016 (National 29/09/2015). They will all be looking to attract top senior and middle managers and to recruit top teachers from around the world. This will mean that there is likely to be a significant short-term recruitment crisis in the UAE, but laws that actively attract immigration and an advantageous tax regime mean that it is unlikely to last long!