The Leadership Lens: James Scott, Principal and CEO, The Trafford College Group

In this month’s Leadership Lens, we sit down with James Scott, CEO of Trafford College Group, to explore growth mindset, leadership development, and balancing expectations with well-being. With extensive experience in Further Education, James shares insights into his leadership philosophy, industry trends, and the habits that keep him at the forefront of educational leadership.

Q1: How do you cultivate a growth mindset within your organisation, and what specific practices or habits do you encourage among your team?

I believe in "walking the walk," not just talking the talk. As an educational institution, it’s vital that we as leaders embody the mindset we want to cultivate in our colleagues and instil in the thousands of students who pass through our college each year.

For example, we expect our teachers to continuously develop their skills through our One Practice Change ​

programme. This year, we’re extending that expectation to leaders—asking ourselves: What is one thing we could do differently or better to improve how we inspire and support our colleagues? Using evidence-based research, we aim to refine our leadership approach and continuously improve.

Q2: Can you share a pivotal moment in your career that significantly shaped your leadership philosophy? How did it influence your approach to leading others?

A defining moment in my leadership career came when I transitioned from curriculum manager to assistant director at a previous college. In this new role, I became fixated on systems, processes, and data, believing that perfecting these would automatically improve student outcomes.

When I later moved into a broader leadership role, responsible for a new and challenging section of the college, I quickly realised that leadership is, above all, about people. The three years I spent leading that department were the most transformative of my career. We achieved extraordinary things—not because of systems alone, but because of the relationships and culture we built. My involvement with TPI was also integral to our success!

Q3: In what ways do you stay ahead of industry trends and ensure your mindset remains innovative and growth-focused?

We are fortunate to have a fantastic governing body, composed of experts in strategic leadership, talent development, technology, finance, and commerce. They constantly challenge our thinking, pushing us to evolve for the better.

Additionally, we engage with hundreds of local and regional employers. To harness this, we’ve created advisory boards in all major sectors we serve. These boards give us direct insights into industry trends, skills demands, and business needs, helping us refine our curriculum, delivery methods, and strategic direction to stay ahead of the curve.

Q4: What daily or weekly habits do you practise to maintain and develop your leadership mindset?

Reading is my go-to habit for maintaining a growth-focused mindset. There’s an abundance of leadership wisdom out there! I recently read The Happy Index by James Timpson (of Timpson’s, of course!). I was lucky enough to hear him speak at a business event earlier this year, and his book was even more inspiring. Whenever I read, I look for one or two key ideas that might enhance my leadership approach. Some ideas work, some don’t—but Timpson’s book had at least a dozen I could take forward!

Q5: How do you balance the need for results with the well-being of your team members?

This is a challenge, particularly in a highly regulated, low-trust sector like Further Education. My approach is to balance high expectations with empathy and kindness. No one enters this sector to do a bad job, yet working in the so-called "Cinderella sector" isn’t easy. One thing I do as a leader is respect my team’s personal time. I’ve seen leaders keep conversations going at all hours and over weekends via email—it’s neither effective nor respectful.

I have a simple rule: By 6pm on Friday, if the college is still standing and everyone is safe, anything else can wait until Monday. I only email on weekends in case of safeguarding or business continuity emergencies.

Q6: If you could go back and give one piece of advice to your younger self as a budding leader, what would it be and why?

Two key lessons stand out.
First, I carry the responsibility for around 900 colleagues and over 13,000 students—a responsibility I take very seriously. But I’ve also learnt that I cannot please everyone. Not everyone will like me or agree with my approach, but as long as I strive to do what is right for my team and students each day, that’s what truly matters.

​Second, self-care is essential. For years, I felt the weight of responsibility without making time for my own well-being. I’ve improved as I’ve gotten older—this summer, I took four full weeks away from the college, something I hadn’t done in over 20 years!
If I want to lead effectively and set a positive example, I need to look after myself, too. Especially now that I’ve hit 50!

Final Thoughts
James Scott’s insights highlight the importance of leading with purpose, fostering a growth mindset, and balancing high expectations with well-being. His leadership approach serves as a powerful reminder that education is about more than just processes—it’s about people, culture, and continuous learning.