Advice & Resources

How to Communicate Learning Walks to Staff

(How to frame them positively, build trust, and keep the focus on improving learning)

Home Advice & Resources How to Communicate Learning Walks to Staff

Learning walks only work when staff understand what they are — and trust what they’re for. If communication is vague (or inconsistent), people fill the gaps themselves… and it rarely lands positively.

If a learning walk feels like a “stealth observation”, you lose the room.

But if it feels like a shared effort to improve learning, staff usually lean in.

Below are practical ways to frame learning walks across your staff body so the purpose is clear, the approach is consistent, and the outcomes actually help.

1) Start with the “Why” (and keep it human)

Don’t lead with process. Lead with intent. Staff are far more likely to accept learning walks when they can see how they improve learning for pupils and make teaching easier over time.

✅ Messaging that lands well:

  • “We’re looking for patterns and trends, not judging individuals.”
  • “This helps us decide what CPD/support will actually be useful.”
  • “We want to spot what’s working and scale it across the school.”

2) Say explicitly what a learning walk is NOT

Even confident staff can feel on-edge if they suspect learning walks are linked to appraisal or performance management. Don’t assume people know the difference — name it clearly.

🧭 Make these “non-negotiables” crystal clear:

  • Not used for appraisal, capability, or HR evidence.
  • Not graded.
  • Not focused on individual teacher performance.
  • Not a surprise “gotcha” visit.

3) Be clear on what staff should expect on the day

A lot of anxiety comes from the unknown. Make the experience predictable: who might come in, how long for, what they’ll do, and how they’ll record notes.

🧩 Helpful expectations to share:

  • Typical duration: 5–10 minutes.
  • Observers may speak quietly to pupils (where appropriate) about learning.
  • Notes are theme-based (e.g., “challenge”, “checking understanding”), not about staff.
  • Observers won’t interrupt teaching or give live critique mid-lesson.

4) Keep the focus tight: one theme, not “everything”

“General learning walk” can feel like “we’re looking for problems”. A specific focus feels purposeful and fair — and the data becomes usable.

🎯 Examples of clear themes:

  • Checking for understanding
  • Literacy routines / vocabulary
  • Behaviour for learning norms
  • Adaptive teaching (SEND / scaffolding)
  • Retrieval practice

5) Make consistency visible (especially if multiple leaders do walks)

If one person does it one way and another does it completely differently, staff lose confidence fast. Align the “how” so the experience is consistent across departments and key stages.

🧭 What helps:

  • A shared template everyone uses.
  • A short observer briefing before each cycle.
  • Walking in pairs occasionally (especially for calibration).
  • A quick debrief so the “story” stays aligned.

6) Share outcomes quickly (or trust fades)

If staff never hear what was seen — or what changed as a result — the walk becomes “something being done to us”. Closing the loop turns it into “something we’re doing together”.

✅ A simple “close the loop” format:

  • What we focused on: (theme)
  • What we noticed: (patterns, not names)
  • Bright spots: (what’s working well)
  • What we’ll do next: (CPD, resources, coaching, tweaks)

Even a short staff bulletin after each cycle can make a massive difference.

7) Use language that reduces threat

The wording you use matters. A few subtle phrases can either build psychological safety… or trigger defences.

Avoid

  • “Monitoring”
  • “Checking up”
  • “Judging consistency”
  • “Evidence collection”

Use instead

  • “Understanding patterns”
  • “Spotting what’s working”
  • “Improving the learning experience”
  • “Informing support and CPD”

Final Word

Communicate learning walks well, and they feel supportive and purposeful.

Communicate them poorly, and they feel like surveillance — even if that wasn’t the intent.

Be clear. Be consistent. Close the loop. And keep the focus on learning — not individuals.

Do that, and learning walks become something staff understand, trust, and actually value.

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