Who is a team leader/syndicate? Who is an AP? DP? Other leadership responsibility? Why did you choose this presentation?
Clarify what leadership is to be able to be an effective leader. I don’t follow any particular type of leadership - rather what I will share with you today is an accumulation of experiences where I have mucked up and learnt from mistakes made, amazing role models I have been led by. Leadership I have been far from impressed with. Aha’s etc Often it’s the stories, narratives ones brings that illustrates best what leadership is all about. I ask you also share your narratives with one another as this workshop unfolds.
I personally feel incredibly fortunate that I found teaching and now educational leadership. I loose time in what I do. I have incredible fulfillment in the work I do and find great joy in motivating and empowering others. Education is in an incredibly exciting phase. I feel fortunate to be in the here and now. All leadership roles are key to ensuring our kids are equipped with what is necessary in a lifetime of change. Leadership is pivotal in this pursuit My journey - share
This is handy exercise whether you are defining what learning is as a team or clarifying mental models and beliefs around teaching. What is the purpose of education? Again interesting to surface individuals ideas.
This is not based on any particular persons idea about leadership. Rather it is a framework that helps me to departmentalise my role as a leader and work on each part to be holistic in my leadership approach
Interestingly I used this framework to make sense of many aspects of education. Take key competencies for example.
Exposing Beliefs - Everyone has a narrative. We all sing from different song sheets Valuing Difference - Building a Learning Community. Make connections with I, We, IT - same as leadership competencies
Who is a team leader/syndicate? Who is an AP? DP? Other leadership responsibility? Why did you choose this presentation?
1. The Leadership Ladder So You want to Lead APPA Senior Management Conference September 12th 2009
2. Workshop Outline <ul><li>Leadership - What is it? </li></ul><ul><li>Leadership - What do effective leaders do? </li></ul><ul><li>Leadership - Tools to further develop leadership effectiveness </li></ul><ul><li>Leadership - Examples of leadership in action Macro and micro </li></ul><ul><li>Leadership - Structures and systems that support change </li></ul><ul><li>Leadership - Making it happen? Could, should and why would one climb? </li></ul>
3. “ If you want to build a ship, don't drum up people together to collect wood and don't assign them tasks and work, but rather teach them to long for the endless immensity of the sea” Antoine de Saint-Exupery
4. Leadership - No Recipe I often find inspiration about leadership and how to lead in quotes
6. Leadership - Your story <ul><li>Why are you a leader? </li></ul><ul><li>How did you become a leader? </li></ul><ul><li>What are your beliefs about leadership? </li></ul><ul><li>What do you enjoy most about leading? </li></ul><ul><li>Where do you want to take your leadership? </li></ul>
7. Leadership - No recipe <ul><li>Think of a leader you admire, what do you admire about their leadership? </li></ul><ul><li>OR </li></ul><ul><li>Think about what gets up your nose about leaders you have been led by? </li></ul><ul><li>Jot down your thoughts and ideas </li></ul>
8. Leadership - What is it? <ul><li>You have 25 words only to define leadership </li></ul><ul><li>Leadership is … </li></ul>
9. Let’s Share Everyone has a narrative that shapes their practice
10. Most important, leaders can conceive and articulate goals that lift people out of their petty preoccupations and unite them in pursuit of objectives worthy of their best efforts. John Gardner
11. Leadership Definition <ul><li>Leadership has been described as the “process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task. </li></ul><ul><li>Alan Keith said "Leadership is ultimately about creating a way for people to contribute to making something extraordinary happen.” </li></ul><ul><li>A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal. </li></ul>
12. Power of Student Voice
13. Leadership can be thought of as a capacity to define oneself to others in a way that clarifies and expands a vision of the future. Edwin Friedman
14. So what do effective leaders Do? We have an understanding about what leadership is … Chat with the person next to you
15. Role Model Being a learner Walk the talk Do what you say you are going to do Listen Sincerely and intently to all stakeholders Motivate Give feedback Build Relationship take time to get to know people Think In all sorts of ways
16. My Colleagues Thoughts
17. Let’s Imagine a leaders world like this … What do these voices suggest one cling onto?
18. Leadership Parts I WE IT Developing self as a leader Building relationships/ relating to and with the people Developing strategies, knowledge and understandings to lead effectively Transformational leadership in action SO WHAT
19. I <ul><li>Developing Self ‘I’ </li></ul><ul><li>Building self awareness What are my preferences, strengths, weaknesses, What do I need to work harder at? </li></ul><ul><li>Finding your value add What makes me tick?, Spins my wheels? What do I lose time doing? </li></ul><ul><li>Open to feedback and learning What do people think of me?, How do you actively receive feedback?, Why would I want to be led by you? </li></ul>
20. “ Leadership and learning are indispensable to each other.” John Fitzgerald Kennedy
21. I <ul><li>Developing Self ‘I’ </li></ul><ul><li>Being a Role Model Managing your own wellbeing, work/life balance </li></ul><ul><li>Using tools to help you understand self Myers Briggs, Hermann Whole brain thinking, 4 P’s </li></ul>
23. “ A great leader's courage to fulfill their vision comes from passion, not position.” John Maxwell
24. <ul><li>Developing ‘We’ </li></ul><ul><li>Actively builds Community Getting to know people you don’t know Taking time to build relationship with all stake holders </li></ul><ul><li>Values differences </li></ul><ul><li>Developing Emotional intelligence Being congruent in how you act, and what you say and do. Checking on Morale (vote 5) </li></ul><ul><li>Nurtures Leadership Actively builds leadership capacity in others </li></ul>I WE
25. <ul><li>Developing ‘We’ </li></ul><ul><li>Developing Culture Talk about the hard to talk about stuff Surface ‘How things are done around here’ discover the unspoken rules Developing Norms “Go to the source” </li></ul><ul><li>It’s about the people Love your people “It’s a terrible thing as a leader to look over your shoulder and no one is following” How to communicate effectively to connect with different people (Learning from Hermann) </li></ul>I WE
27. <ul><li>Developing ‘It’ </li></ul><ul><li>Big Picture Thinking Conceptualising the big picture, synthesizing ideas </li></ul><ul><li>Being Strategic Knowing where and how to start Embed and Abandon </li></ul><ul><li>Future Trends Being open to future predictions Change agent </li></ul><ul><li>Grow Leadership Knowledge/Capability Networking, Reading, PD Fullen calls it leading knowledgeably </li></ul><ul><li>Decision Maker </li></ul>I WE IT
28. Big thinkers are specialists in creating positive, forward-looking, optimistic pictures in their own minds and in the minds of others. David J. Schwartz
29. <ul><li>Developing ‘It’ Cont. </li></ul><ul><li>Being Disciplined (1 of Howard Gardner’s 5 Minds) Sticking to your Core Business - Lead Learning Viewing with fresh eyes Being present </li></ul><ul><li>Be creative Creating room for change to happen from the floor Creating an environment and culture of risk taking </li></ul><ul><li>Open to Learning Conversations Building capability around having the hard to have conversations </li></ul>
30. If you do not look at things on a large scale, it will be difficult to master strategy. Miyamoto Mursashi
31. <ul><li>Walking the talk </li></ul><ul><li>Applying all elements (I, We, It) of leadership to transform, make a difference </li></ul><ul><li>Embedded in a culture and attitude of continuous improvement </li></ul>So What …
32. The key to successful leadership today is influence, not authority. Kenneth Blanchard
33. Leadership in Action Big Picture A big picture examples of leadership in action…
34. Getting people on board <ul><li>Putting all the leadership elements together (I, We, It) - How does one influence and motivate people within the organisation to reach a transformational outcome? </li></ul>
35. In 2005 it was time to revision The stage was set. Creating Urgency - Having a valid need to drive change
36. Creating a Shared Purpose <ul><li>Generating a collective direction/shared purpose/vision </li></ul><ul><li>Thinking about the process, being strategic. What are the questions to be answered? </li></ul><ul><li>Ensuring all voices are heard </li></ul><ul><li>Creating ownership by thinking through together - ‘done with not done to’ </li></ul>
37. Tips and Techniques What we have learnt <ul><li>10/4 Voting strategy - John Edwards </li></ul><ul><li>If it’s important - Give it time (recent sports days to release teachers) </li></ul><ul><li>Include everyone - support staff, students, parents etc (Do your support staff understand the vision in your school?) </li></ul>
38. Being Strategic Big Picture - Where to start?
39. Unpacked LLL Embed/Abandon Vision What does the teaching practice look like? 05 05 Strategic direction Student profile clarity Using images/metaphors Collective AFL Context PL lead teachers Student Empowerment 07 Power of student voice Numeracy PD 06 08 Unpacked Community Split screen thinking Creating a shared language 09 PL school wide focus Audience Specific Cross Curricular Going deep Change influences Change fundamentals Our steps Ahas
40. Change Enablers Keeping it Simple Vision - Collective direction and purpose Student Profile- What will the student leave the school being able to do as a result of the vision principles Teaching Practice – What pedagogical practices are required to ensure that each student will leave after 6 years as the profile outlines
41. A ligning Practice with Belief
42. Intentionally Building Culture
43. Why focus on Culture?
44. Defining Norms? <ul><li>‘ Believe it - Achieve it’ </li></ul><ul><li>‘ Go to the Source’ </li></ul><ul><li>‘ Room to grow’ </li></ul><ul><li>Creating a shared language for how things are done around here </li></ul><ul><li>Meeting protocol’s </li></ul><ul><li>Side talking is not ok Being late is not ok </li></ul>
45. You must unite your constituents around a common cause and connect with them as human beings. James Kouzes and Barry Posner
46. Leadership in Action Systems Level What systems and structures are required to enable risk taking, creativity and innovation from the floor?
47. Leadership Structures
48. PD Overview
49. Performance Management Central Belief s – We are all learners, Performance management is maximising both informal and formal opportunities to improve teacher effectiveness and ultimately raise student outcomes. An Effective Performance appraisal process is owned by the individual, evidence is collected to show growth overtime.
50. Tools/Strategies to support effective Leadership Some possibilities…
51. Developing Leadership - Leading Learning
52. Power of Progressions <ul><li>Tools to support reflection </li></ul><ul><li>Assists in setting rigorous goals </li></ul><ul><li>Provides a scaffold to give constructive feedback </li></ul><ul><li>Helps Answer How am I going? Where am I going? Where to next? </li></ul>
53. Feedback <ul><li>Feedback loops - Leaders too! </li></ul><ul><li>Time for dialogue - ‘Open to learning conversations’ </li></ul><ul><li>Leadership buddies </li></ul>
54. <ul><li>Use of 360 surveys </li></ul>
55. I start with the premise that the function of leadership is to produce more leaders, not more followers. Ralph Nader
56. Leadership in Action Some more micro change examples Implementing student led conferences
57. Student Led Conferences
58. Change Process <ul><li>Outside Expert - Completing her PHD </li></ul><ul><li>Asked for teachers interested in trialing </li></ul><ul><li>Met to dialogue, question, discuss how we might go about it </li></ul><ul><li>Communicated to parents </li></ul><ul><li>Captured student, parent and teacher voices before, during and after the process </li></ul><ul><li>Gathered evidence - survey monkey </li></ul><ul><li>Pilot teachers shared back to the rest of the staff </li></ul>
59. What did the students think? Flynn - It’s better than the three way conferences. I prefer it more because I can just talk to my Mum and dad and then they get to talk. Sophie – I think I’d rather be with Student Led Conferences because the three way conferences the teacher was usually the one talking. Kayla - It’s really fun to have 45 minutes to tell your parents about your learning. I feel really happy – it’s really fun. I liked showing my Mum the walls, especially the Topic wall. I most enjoyed getting time to talk to my Mum about my learning. Emily – Flicking through the pages in the Star Learning Book and showing where I am up to in my Maths strategies Comments from room 4 students
60. Developing Learning Progressions <ul><li>A 2009 Strategic Plan Goal is for students to be able to answer the questions </li></ul><ul><li>How am I going? Where am I going? Where to next? </li></ul><ul><li>The outcome is to provide Stretch for Learners </li></ul>Photos
61. Life Long Learning Life Long Learner July 05 –What are the qualities of successful self managing learners? Asked Teachers What LLL looked like? Collected Video Data of 100 student responses
63. Differentiating Professional Learning <ul><li>Mentor - Beginning Teacher Programme </li></ul><ul><li>Mentor - New Experienced Teachers </li></ul><ul><li>Coaching - Experienced RBS Teachers </li></ul>
66. Time is neutral and does not change things. With courage and initiative, leaders change things. Jesse Jackson
67. Making it Happen <ul><li>Being Brave </li></ul><ul><li>Setting Goals - Backward map plans </li></ul><ul><li>Being open and present to opportunities that arise </li></ul><ul><li>Continually developing I, We, It of leadership </li></ul><ul><li>It’s up to you - the choice is yours … </li></ul>
68. Do not follow where the path may lead. Go instead where there is no path and leave a trail. Harold R. McAlindon
69. If your actions inspire others to dream more, learn more, do more and become more, you are a leader. John Quincy Adams
70. “ Leadership is much more an art, a belief, a condition of the heart, than a set of things to do. The visible signs of artful leadership are expressed, ultimately, in its practice.” Max Depree