Dr Lewis Fogarty delivered this session on professional confidence in the Early Years sector, exploring why Early Years practitioners struggle to believe in themselves and what can be done to change this. Lewis comments on the deeply embedded emotional and societal undervaluing of the sector, as well as the need for shared language and collective action. He also covered the role of mindset, communication, boundaries, and decision-making in building professional confidence.
Key takeaways
- Adopt a "be, do, have" mindset shift.
Encourage leaders and practitioners to flip their thinking — instead of waiting to "have" time or resources before acting, begin embodying the desired professional identity today. This reframe helps practitioners take ownership of their confidence journey rather than waiting for external validation.
- Audit relationships using the "rope" exercise.
Ask staff and leaders to reflect on who in their lives is helping them move forwards versus holding them back, and adjust accordingly. This supports the development of a more enabling personal and professional network.
- Implement the four Cs of communication.
Introduce the principles of being concise, confident, compelling, and caring in all professional communications, including difficult conversations that are currently being avoided. Lewis noted: "I never feel worse after a difficult conversation."
- Build psychological safety within teams.
Leaders should model vulnerability, back their teams during challenging interactions (e.g. with Ofsted or local authorities), and ensure staff know they are supported when they make mistakes or speak up. Starting with reassuring relationships in the induction process is a practical first step.
- Personalise staff wellbeing and recognition.
Move away from blanket incentive approaches and instead identify what individual team members value, whether that is a book allowance, gym membership support, or private, specific praise. Generic or routine public praise can lose its meaning over time.
- Apply the publicity principle to decision-making.
Before making a decision, ask whether you would feel comfortable defending it publicly. Pair this with faster decision-making where possible, recognising that delayed decisions disproportionately affect the team members living with the unresolved situation daily.
