Name: Jake Madden

Title: Group Head of Schools

Organisation: Aoba International Education System, Japan

Dr. Jake Madden is an acclaimed educational leader, researcher, and author with over 35 years of teaching and leadership experience spanning Australia and international contexts. Renowned for his transformative leadership, Jake has served as the principal of seven schools and is currently the Group Head of Schools at Aoba Education Group in Tokyo. His work focuses on building teacher capacity, fostering student-centred learning environments, and spearheading school improvement initiatives.

A passionate advocate for education, Jake holds a Doctor of Education and multiple qualifications in leadership and teaching. He has authored and co-authored twelve books and numerous articles, emphasising teacher-as-researcher methodologies and effective school leadership. Recognised globally, Jake has been honoured as one of the top 100 leaders in education by the Global Forum for Education and Learning.

Jake’s commitment to innovation in education, professional learning, and curriculum development continues to make a significant impact on teachers and students worldwide​​.

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Jake's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Trust is, in my view, the cornerstone of any successful school or organisation. It’s the foundation upon which relationships are built, and fostering it requires honesty, clarity, and consistency in your actions.

When it comes to employees, building trust starts with showing them that they are valued and respected. I make a point to listen to their ideas, involve them in decision-making, and actively support their professional growth. Open communication is essential—I share our strategic goals and the reasoning behind decisions so that everyone feels included and understands their role in achieving success. Maintaining an open-door policy and encouraging feedback creates an environment where staff feel comfortable sharing their thoughts, challenges, and innovations.

For our school families and community members, trust is about reliability and delivering on promises. I ensure we communicate regularly, keeping families updated on plans and sharing the positive outcomes of our efforts. By highlighting success stories and data, we help families and stakeholders see the tangible impact of our work, fostering confidence in our leadership and the school’s direction.

Ultimately, building trust is about listening, being transparent, and collaborating toward shared goals. By focusing on these principles, I’ve been able to cultivate strong relationships that drive success for students, staff, and the broader community.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

For me, a vision represents the long-term goal or ideal state that an organization, such as a school, aspires to achieve. It’s a guiding light that inspires and motivates everyone involved, providing a vivid picture of what success looks like in the future. On the other hand, a mission is about the purpose and the day-to-day actions that drive us toward that vision. It answers the questions, “Why are we here, and how do we make a meaningful impact?”

Together, vision and mission act as a compass, aligning the efforts of employees, stakeholders, and leaders toward a shared objective. They bring clarity and ensure that every decision, no matter how small, contributes to the bigger picture.

In practice, these aren’t just abstract concepts, they’re tools that shape everything we do. Vision and mission guide decisions, spark innovation, and foster unity across teams. For example, in one leadership role, our vision of fostering globally minded students influenced everything from hiring strategies to the adoption of internationally focused curricula. The mission provided the practical steps to bring that vision to life, ensuring our efforts were purposeful and aligned.

For me, vision and mission are the foundation of effective leadership. They’re not just words; they’re the driving force behind meaningful progress.

3. How can a leader empower the people they're leading?

For me, empowerment is about creating an environment where people feel truly valued, trusted, and capable of making a difference. It’s not just about handing over tasks—it’s about giving individuals the tools, support, and confidence they need to reach their full potential. I approach this through three key areas.

First, building trust is essential. Empowerment begins with showing confidence in people’s abilities. I delegate meaningful responsibilities, ensuring they understand that I trust them to succeed. When people know you believe in them, it builds their own belief in what they can achieve.

Second, I prioritise fostering growth. Empowerment means equipping people with the skills they need to thrive. I focus on creating opportunities for professional development, whether through targeted training, coaching, or hands-on experiences, so they feel prepared and confident to take on new challenges.

Lastly, open communication plays a big role. I make a conscious effort to listen actively, encourage collaboration, and ensure that every voice is heard. When people feel their input matters, they’re more likely to take ownership and contribute meaningfully.

By focusing on trust, growth, and communication, I aim to create a culture where people feel empowered not just to do their jobs but to innovate, lead, and make a real impact. Empowerment isn’t a single act—it’s a way of leading that lifts everyone up.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

I’ve been lucky to have several mentors who shaped my leadership journey, but one who truly stands out is Sr. Bernard, one of my early principals. She had this incredible ability to inspire confidence, foster collaboration, and cultivate a culture that prioritized growth for everyone on the team.

Early in my career, I was given the responsibility of leading a literacy improvement initiative to address some concerning basic skills results. At the time, I had never led a whole-of-school initiative, and it felt like an enormous challenge. Sr. Bernard became my guiding light through the process. Rather than giving me the answers, she asked thoughtful, probing questions that helped me uncover the root causes of the issue and shape a clear and actionable strategy.

With her mentorship, I was able to build a collaborative team, design professional learning workshops, and pilot evidence-based approaches to improve teaching and learning. These efforts ultimately led to the adoption of a new pedagogical approach for the school. What stood out was her ability to guide without taking over—she gave me the space to grow while providing the support I needed to succeed.

Her words still resonate with me: “Leadership isn’t about perfection; it’s about clarity and conviction.” That simple but powerful advice shaped not just that project but my approach to leadership as a whole. With her guidance, we achieved improved outcomes for both students and teachers, and I gained confidence in my ability to lead transformative initiatives. Sr. Bernard’s influence remains a cornerstone of how I lead today.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

Staying focused as a leader is as much about knowing what not to do as it is about what you choose to take on. For me, it starts with having a crystal-clear understanding of the school’s vision and mission. I’m always asking myself, “Does this align with our core goals?” If the answer is no, then it’s something I consciously step away from.

Delegation is also a key part of my focus strategy. I’ve learned that trying to do everything myself not only leads to burnout but also undermines the potential of the team. Trusting people with responsibilities empowers them and allows me to focus on more strategic priorities. At the same time, I avoid micromanaging. Instead of overseeing every little detail, I set clear expectations and let my team find their own solutions. That approach not only builds trust but also fosters innovation.

Another important element is minimising distractions. Leadership comes with constant demands, but I make an effort to set boundaries—whether that’s reducing unnecessary meetings or carving out uninterrupted time for deep work and reflection. This helps me stay aligned with the bigger picture.

Finally, I think the hardest part is learning to say no. It’s tempting to get involved in every opportunity or solve every problem personally, but that can dilute your impact. By focusing on fewer, high-impact areas, I can ensure that my efforts truly make a difference.

So for me, maintaining focus is about clarity, trust, and discipline. It’s knowing when to step back, empowering others, and staying rooted in the vision that guides everything we do.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

Planning is the backbone of leadership. For me, it’s about aligning short-term actions with long-term goals to ensure everything we do contributes to our vision. Over the years, I have structured my planning in layers—weekly, monthly, and yearly—each feeding into the next.

At the weekly level, I focus on immediate priorities. I review ongoing projects, discuss and set specific goals for myself and my team, and schedule time for critical tasks, such as classroom walk-throughs, staff meetings, and one-on-one sessions with staff. I also block out time for reflection.

On a monthly scale, I zoom out to look at broader objectives. This might include reviewing data, assessing the progress of strategic initiatives, and planning professional development sessions for staff. I use these monthly milestones to ensure we’re on track with our school improvement plans or other long-term projects.

For the year ahead, I set strategic goals that align with our vision and mission. This involves a collaborative process—engaging staff, students, parents, and the community to establish clear, measurable objectives. Whether it’s enhancing student learning outcomes, implementing new technologies, or strengthening teacher capacity, I focus on building a roadmap with measurable milestones to track progress.

Leading schools is a complex business, and flexibility is crucial. Plans need room to adapt to unexpected challenges or opportunities. You need to regularly revisit and refine plans based on feedback, results, and evolving priorities.

Ultimately, planning isn’t just about creating schedules—it’s about setting a clear direction, aligning efforts, and staying adaptable. It ensures that every step we take, whether weekly, monthly, or yearly, contributes meaningfully to our shared goals.

7. What advice would you give to a young leader who is struggling to delegate effectively?

Delegating effectively can be one of the toughest skills to master, especially for new leaders. It’s natural to feel like you need to do everything yourself to ensure it’s done right, but that mindset can lead to burnout for you and missed opportunities for your team.

The first piece of advice I’d give is to shift your perspective. Delegation isn’t about offloading work; it’s about empowering others. When you delegate, you’re giving your team a chance to grow, develop their skills, and contribute in meaningful ways. Start by identifying tasks that align with their strengths and give them responsibilities that challenge them just enough to stretch their potential.

Next, focus on clarity. People need to know exactly what’s expected of them, so be specific about the task, the outcome you’re aiming for, and any deadlines. Provide the tools or resources they might need and make yourself available for guidance, but avoid micromanaging. It’s important to let them take ownership of the task and find their own way to deliver results.

Trust is another big factor. If you’ve chosen the right person for the task, trust their ability to succeed. If mistakes happen—and they will—treat them as learning opportunities rather than reasons to pull the work back to your plate. Building trust goes both ways; the more you trust your team, the more they’ll trust and respect your leadership.

Finally, don’t be afraid to reflect and adjust. Delegation is a skill that improves with practice. Start small, learn what works and what doesn’t, and gradually expand what you delegate. Over time, you’ll not only free yourself to focus on strategic leadership but also foster a stronger, more capable team.

To me, effective delegation is about building people up. It’s a skill that takes time, patience, and trust, but once mastered, it transforms how you lead and how your team thrives.