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Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
Developing your staff the Multipliers way.
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Developing your staff the Multipliers way.

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A presentation to Heads of Department on distributive leadership, including some practical tips on how to achieve this. Ideas based on the books "Multipliers" and "the Multiplier Effect" by Liz …

A presentation to Heads of Department on distributive leadership, including some practical tips on how to achieve this. Ideas based on the books "Multipliers" and "the Multiplier Effect" by Liz Wiseman et al

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  • 1. Leading Change with Parents HoDs TWILIGHT INSET Tuesday 24th September 2013 Mark S. Steed, MA (Cantab.), MA Principal, Berkhamsted Schools Group
  • 2. When you were a teacher, did you learn and give more when working for some leaders than you did when working with others? Why?
  • 3. How do you… manage talent? Use it? OR Develop it?
  • 4. How do you . . . approach mistakes? Blame? OR Explore?
  • 5. How do you … make a decision? Decide? OR Consult?
  • 6. Why do some leaders get the most of people? and others drag them down?
  • 7. Two Leadership Styles
  • 8. The Diminisher Leader
  • 9. “Diminisher Leaders” Schools are held back by leaders who: • Hold onto the reins • Control every decision • Dominate meetings • Don’t develop people – keep staff in their roles • Insist on demonstrating that they are in charge We call these “diminisher leaders”
  • 10. “Diminisher Leaders” The Gatekeeper Hoards resources and underutilizes talent The Tyrant Creates a tense environment that suppresses people’s thinking and capability The Know-It-All Gives directives that showcase how much they know The Decision Maker Makes centralised, abrupt decisions that confuse the organisation The Micro Manager Drives results through their personal involvement
  • 11. A Cycle of Decline A Players
  • 12. A Players A- Players Get boxed in and limited A Cycle of Decline
  • 13. A Players A- Players Personal Reputation Declines Get boxed in and limited Lose confidence and recede A Cycle of Decline
  • 14. A Players A- Players Personal Reputation Declines School’s Reputation as ‘Place to Die’ Get boxed in and limited Lose confidence and recede “Quit and Stay” A Cycle of Decline
  • 15. A Players A- Players Personal Reputation Declines School’s Reputation as ‘Place to Die’ B Players Get boxed in and limited Lose confidence and recede “Quit and Stay” Averts A players and attracts B players A Cycle of Decline
  • 16. “Multiplier Leaders”
  • 17. “Multiplier Leaders” This is only possible if Leaders and managers have the confidence to empower those “below” them in the organisation: • Distribute power • Tap into people’s talents • Give ownership (and credit) to others We call these “multiplier leaders”
  • 18. “The critical skill of the 21st century is not what you know, it’s about how fast you can access what other people know.” C.K.Prahalad
  • 19. The Mind of a Multiplier Multipliers reject the notion that a heroic leader, a lone innovator, or a single brain at the head of a school can solve our most complex problems.
  • 20. Multiplier leaders have a plan for their staff to learn and discover • Leaders who inspire teachers to stretch themselves and surpass expectations
  • 21. Multiplier leaders inspire teachers to stretch themselves and surpass expectations
  • 22. Multipliers The Talent Finder Attracts talented people and uses them at their highest point of contribution The Liberator Creates an intense environment that requires people’s best thinking and work The Challenger Defines an opportunity that causes people to stretch The Community Builder Drive sound decisions by constructing debate and decision-making forums The Investor Gives other people the ownership for results and invests in their success
  • 23. A Players A+ Players Personal Reputation Grows School’s Reputation as ‘Place to Grow’ A Cycle of Attraction Get fully utilised and grow Get recognised Offered opportunities Attract other A players
  • 24. The Diminisher – Multiplier Spectrum Dreadful Diminisher Amazing Multiplier Despite our best intentions to be perfect leaders, most of us fall somewhere on the continuum between:
  • 25. The Diminisher – Multiplier Spectrum Dreadful Diminisher Amazing Multiplier Despite our best intentions to be perfect leaders, most of us fall somewhere on the continuum between: Accidental or not, the impact on your team is the same. You may be harnessing only half of the true brainpower of your team.
  • 26. The Diminisher – Multiplier Spectrum If we want to lead like a multiplier we need to learn to think like one.
  • 27. Schools need a distributive leadership model.
  • 28. Multipliers Delegation • Do you delegate to your team? • What do you delegate? – Do you delegate tasks? • Why do you delegate? • Do you give others the room to take real responsibility? • Do you give opportunities to show initiative and to take a project in a direction that you haven’t thought of? What do you delegate?
  • 29. Multiplier Experiments: Five Practical Exercises to try
  • 30. Multiplier Experiments Tips to Improve Meetings Tip No 1: Set up a rota so each member of the department chairs the meeting • Makes space for others to contribute. • Gives you an opportunity to listen. • Each member of the department feels included. • Gives each member of the department the opportunity to develop new skills Rotate the Chair
  • 31. Multiplier Experiments Tips to Improve Meetings Tip No 2: Do you (or others) dominate meetings? • Give yourself (or others) five poker chips – 1 x 3 minute contribution – 2 x 2 minute contribution – 2 x 1 minute contribution Play Poker Chips
  • 32. Multiplier Experiments Tips to Improve Meetings Tip No 2: Play Poker Chips
  • 33. Multiplier Experiments Delegation Tip No 3: We need to improve standards in Year 9, I want you to do the following . . . We need to improved standards in Year 9, have a look at what we are doing and come up with a plan . . . . Set Challenges not Tasks
  • 34. Multiplier Experiments Delegation Tip No 4: Give harder work, not more work Let people grow into the role Allow people to grow to their full potential Supersize It
  • 35. Multiplier Experiments Delegation Tip No 5: Do you really give others the room to take real responsibility? Do you really delegate power to your team? Or just tasks? Give 51% of the Vote
  • 36. Multiplier Experiments We can all be Multipliers 1. Rotate the Chair 2. Play Poker Chips 3. Set Challenges not Tasks 4. Supersize it 5. Give 51% of the Vote
  • 37. Email: principal@berkhamstedschool.org Twitter: @independenthead Linkedin: uk.linkedin.com/in/independenthead Blog: http://independenthead.blogspot.com

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