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Leadership for Performance - Andy Buck
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Leadership for Performance - Andy Buck

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Building on Andy's session last year, this session will focus on how leaders create a climate and culture that leads to increased performance in schools. Much of the input is based on his learning …

Building on Andy's session last year, this session will focus on how leaders create a climate and culture that leads to increased performance in schools. Much of the input is based on his learning from his participation in Oxford Business School 'High Performing Leadership' course and from the leadership meta-analysis by Dr Viviane Robinson from the University of Auckland

Published in: Business, Education

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  • 1. Andy
Buck
–
Managing
Director,
United
Learning
 Challenge
Partners
Annual
Conference
2013
 Leadership
for
performance

  • 2. United
Learning
 •  25
academies
 •  11
independent
 schools
 •  The
best
in
 everyone
 •  Outward
facing
 and
collabora<ve
 •  Locally
 accountable
 •  Small
centre
 •  Growing
at
about
 10
schools
a
year

  • 3. P Leadership
for
performance
 LEADERSHIP
 RESULTS
 Culture
 (what
we
do)
 Climate
 (how
it
feels)
 Discre<onary
 effort
and
 engagement
 Leadership - all you need to know Pendleton and Furnham - 2012
  • 4. P Impact
on
discreDonary
effort
 Pay





2%
 Benefits


10%
 Personal
development


12%
 Work
characteris<cs


17%
 Senior
team
characteris<cs


17%
 Induc<on


20%
 Organisa<onal
culture


21%
 Direct
manager
characteris<cs

25%

  • 5. g = ( 3p + 2(c + t) + m + o )5l Climate
and
 culture
 Power
of
 leadership
 P What
makes
a
great
school?

  • 6. g = ( 3p + 2(c + t) + m + o )5l
  • 7. P People
–
recruitment
and
expectaDons

  • 8. P People
‐
developing
staff

  • 9. P People
‐
developing
students

  • 10. C Clarity

  • 11. Clarity

  • 12. C Consistency

  • 13. Top Two ? • Recruitment
and
expecta<ons
 • Developing
people
 • Developing
pupils
 • Clarity
 • Consistency

  • 14. g = ( 3p + 2(c + t) + m + o )5l
  • 15. T Transparency

  • 16. T Trust

  • 17. M Momentum

  • 18. O Outward
face

  • 19. Top Two ? • Transparency
 • Trust
 • Momentum
 • Outward‐facing

  • 20. g = ( 3p + 2(c + t) + m + o )5l
  • 21. Set the strategic direction P Role
of
leaders
‐
what
you
do
 Deliver results and get things done Build and sustain relationships Plan and organise Create alignment Create teams LEAD Leadership - all you need to know Pendleton and Furnham - 2012 Strategist
 Implementer
 Rela<onship
 Builder
 Influencer
 Future
 Task
 People
 Now

  • 22. P Effect
of
leadership
style
–
how
you
do
it
 Coercive


 



Visionary

 







AffiliaDve


 











DemocraDc


 















PaceseRng


 




















Coaching




 
 
 






Based
on
Daniel
Goleman

(2000)
 Time
 Culture
 Climate
 BUT…

  • 23. P Effect
of
leadership
style
 Coercive

‐
.26
 



Visionary

+
.54
 







AffiliaDve

+
.46
 











DemocraDc

+
.43
 















PaceseRng

‐
.25
 




















Coaching



+
.42
 
 
 






Based
on
Daniel
Goleman

(2000)

  • 24. L Leadership
‐
communicaDon


 communication
  • 25. L Leadership
‐
performance

performance
  • 26. Natural
pre‐ disposi<on
 Actual
 performance
 Work
 with
 Work

 on
 Work
 around
 Work

 on
 Playing
to
your
strengths
 Natural
 strength
 Fragile
 strength

 Poten<al
 strength
 Resistant
 limita<on

  • 27. L Leadership
‐
acDons

action
  • 28. L Leadership
‐
courage

 courage
  • 29. Behaviours

 and
values
 Actual
 performance
 Stars
Saints
 Sloths
 Sinners
 Managing
individual
performance
 Recognise/
 strengthen
 role
 Feedback,
 coach
then
 sanc<ons
 Coach
and
 support
 Remove
or
 neutralise

  • 30. L Leadership
‐
humility


 humility
  • 31. Area for personal focus ? • Communica<on
 • Performance
 • Ac<ons
 • Courage
 • Humility
 L hPeP • Listen
 • Ask
open
 ques<ons
 • Affirm
 Personal
reflecDon

  • 32. Making
a
difference
   

 Those who move mountains begin by carrying away small stones Based on a Chinese proverb
  • 33. andy.buck@unitedlearning.org.uk