The latest issue of Think Global People magazine is out now!

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Sarah Rozenthuler is an international keynote speaker, chartered psychologist and published author. With over 20 years of experience working globally at senior levels in large, complex organisations, Sarah brings extensive expertise in executive coaching, team coaching, board facilitation and leadership development consulting.In this interview we explore examples of difficult or challenging conversations that may come up for leaders and managers in a school or the education world. Through the education lens and the world of international assignments and global mobility you will discover some of the valuable insights and practical tips that are explored in her latest book ‘Now we’re talking: How to discuss what really matters’. Whether you are a school Head, a busy administrator or an international parent exploring schooling options you will discover how to better navigate complexity, have meaningful conversations and take up new opportunities with confidence.Plenty of tips and insights underpinned by research for parents, school leaders and managers, employers and relocation professionals managing relocations and international assignments.

Conversation scenarios covered include:

1. An international move

• The concerned partner spouse: Parents with children are facing an international move and having to change their children’s school. The ‘lead’ employee parent is keen to move abroad and relocate. The other ‘trailing spouse’ parent (who also works) is less keen and concerned about the impact of changing school on their two children and his/her job/career.
• The reluctant employee: The ‘lead’ parent doesn’t want to go and needs to negotiate with their employer to stay and keep their family settled.
• The overlooked employee: This employee (often female) is feeling frustrated with their employer as they see another colleague (often male) being offered an exciting international assignment which could also be a promotion with a salary increase. If she doesn’t speak out, she risks feeling even more sidelined. What assumptions are being made?
  

2. Asking for what you want

•  Asking for a pay rise. The increasing cost of living is putting pressure on the whole family. This employee wants to ask for a pay rise which feels well overdue.
• Wanting a promotion. This employee feels she’s going stale and needs a new challenge with new responsibilities to stay engaged. However, competition is high and the internal job market is limited although there are some newly created roles (which often seem to go to external hires.)
  

3. Leaders of schools in international settings

• Handling a crisis. For example, a leader has discovered a lack of trust amongst staff and needs to build trust but doesn’t know how to get started.
• Unstable geopolitical climate or potential crisis such as cyber attack or natural disaster. Prepare the leadership team and the whole school community, staff, teaching staff, pupils and parents for potential evacuation. The implications that would ripple through the entire school community and how to set the leadership tone.
• Conflict between teachers. It’s come to light that the teachers who’ve been around a long time are feeling put out by the new teachers joining the school who have new ideas that they just don’t feel will work. Take into account local and expatriate staff and cultural differences and working practices.

In the closing minutes Sarah discusses the importance of celebrating success and the many joyful occasions when schools and education communities come together across many cultures and nationalities with a shared purpose.

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Bio

Sarah Rozenthuler, C.PsycholSarah Rozenthuler is an international keynote speaker, chartered psychologist and published author. With over 20 years of experience working globally at senior levels in large, complex organizations, Sarah brings extensive expertise in executive coaching, team coaching, board facilitation and leadership development consulting.As an accomplished author, Sarah has written several impactful books, including:

• Now We’re Talking: How to Discuss What Really Matters (2024)
• Powered by Purpose: Energise Your People to do Great Work (2020)
• How to have Meaningful Conversations: Seven Strategies for Talking about What Matters Most (2012)

Sarah is a valued member of the faculty at Saïd Business School, University of Oxford where she teaches on the Advanced Management and Leadership Programme as well as several other courses. Whether through her books, her speaking engagements, or her one-on-one coaching, Sarah is dedicated to helping people and organizations unlock their full potential and achieve lasting success.

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Read related articles

• Leading change through dialogue with an international mindset
• Dialogue: Moving things forward together

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