2. Our Learning Intentions for this morning
Understanding of:
- The importance of vision: ‘Where are you heading
to?’
- The power of shared ownership
Identify
- Strategies for beginning to ‘close the gap’
- Ways to reduce inconsistency, leading to less
variability in your areas of responsibility.
3.
4. Aspiration and Experience
You are looking for more responsibility. Could you run
a hospital with no experience of being in a hospital?
School leaders need
to provide
opportunities for high
levels of aspiration
AND experience.
5. Translating principle into practice
Principle
The building blocks of
what we stand for and
how we do it.
Practice
What the principles
look like in action,
how we use them
8. Closing the gap
“England had one of the highest gaps between
high and low performing pupils and a strong
relationship between social background and
performance. 13.9 % of the variance in
performance of pupils in England could be
explained by their social background, as
compared to just 8.3 % in Finland and 8.2 % in
Canada. For a very long time in this country, the
‘long tail of underachievement’ has been
tolerated; sometimes it has been seen as an
inevitable consequence of a system which does a
very good job for some.”
DfE 2010
9. The biggest single factor that explains
within-school variation is …
…teaching strategies…
…classroom climate…
…professional characteristics…
12. Optimising middle leadership effectiveness
PERSONAL
RELATIONSHIPS
e.g. CREATIVE
CURRICULUM
TIGHT LOOSE
(MANAGEMENT) (LEADERSHIP)
e.g. SAFEGUARDING
OPERATIONAL
PRODEDURES
13. Closing the Gap strategies
Discuss what each
strategy means. Then
prioritise:
The starter (what you
would do first)
The main dishes (your
longer term goal)
The icing on the cake
(your wish list)
15. Protocols
• Each group is given 10 minutes at a table.
•Groups discuss the topic given and create
visual representations of ideas on the table
cloths.
•After 10 minutes, one group member
remains to share with new group while other
group members move to the next table.
16. Effective Teaching and Learning
Look at the 9 criteria considered essential for
moving a team/school/department into high
performance. Diamond nine them for which are
most relevant to your team.
18. Reflection time
Reflect on the extent to
which modelling,
monitoring, dialogue
and mentoring is a
significant part of your
personal repertoire of
leadership behaviours.
How comfortable are
you with this approach
to your work as a middle
leader?
To what extent do your
leaders model this
approach?
20. Our Learning Intentions for this morning
Understanding of:
- The importance of vision: ‘Where are you heading
to?’
- The power of shared ownership
Identify
- Strategies for beginning to ‘close the gap’
- Ways to reduce inconsistency, leading to less
variability in your areas of responsibility.
