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Building Leadership Capacity - Middle Leader or Manager

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RGS Heads of Geography Conference - March 11th 2020. Draws on a range of idea from Naked Leader among others.

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Building Leadership Capacity - Middle Leader or Manager

  1. 1. Building Leadership Capacity: Middle Manager or Middle Leader? Graeme Eyre, Vice-Principal, Chobham Academy @gceyre g.eyre@chobhamacademy.org.uk
  2. 2. My Biography
  3. 3. Outline Differences between leadership and management Importance of middle leaders to school improvement Strategies for effective leadership of a team Difficult Conversations What does highly effective leadership look like?
  4. 4. Differences between leadership and management
  5. 5. Role of a Middle Leader Lead Teacher – typically greatest subject knowledge. Curriculum management • Maintain up to date understanding in subject developments. • Drawing up programmes of work. • Decision making concerning which resources to use for which levels. • Evaluating and improving the curriculum. Administration • Creating orderly and secure environments for teaching to take place. Supervising and Monitoring • Monitoring colleagues • Monitoring students • Tracking pupil performance
  6. 6. Leadership defines the destination Management get us to that destination Administration provides the required logistical services and support to management.
  7. 7. Differences Between Administration, Leadership and Management
  8. 8. A/M/L – Administration / Management / Leadership Do you wish you did more or less of these things What are the barriers to doing these things? What would happen if you didn’t do these things?
  9. 9. Tensions of Middle Leadership. • Contribution to policy discussion vs. implementation of policy. • Spending time on administration and management, versus spending time teaching. • Managing upwards vs. managing downwards. • Loyalty to the whole school versus loyalty to their own department. • Line managing department colleagues and holding them to account. Advocacy Brokering Mediator
  10. 10. Key Steps: • Get the Administration Right: • Does everyone know what they are teaching when? • Is the department resourced to the best of your ability? • Get the Management Right: • Is everyone doing what they should be doing? Is underperformance challenged? • Are you owning your area? • Get the Leadership Right: • What are the department aims? • What is the focus?
  11. 11. Setting a Departmental Vision • What is your aim for your department? • Where do you want your department to be: Where are you now? At the end of term? At the end of the year? At the end of next year?
  12. 12. Importance of middle leaders to school improvement
  13. 13. Middle Leadership is the engine room of any school – and accounted for 27% of the variation in school school achievement.
  14. 14. Why?
  15. 15. What does highly effective leadership look like?
  16. 16. Effective Leadership? Features of Effective Leadership Features of Ineffective Leadership
  17. 17. The seven principles of Naked Leadership • Success is a formula, and it is simple. • Know where you want to go. • Know where you are now. • Know what you have to do, to get where you want to go. • Do it! • This formula does not ‘belong’ to anyone – it belongs to everyone. • To be successful, you need rely on no one other than yourself. • Success is whatever you want it to be, it is yours to define. • Success can happen very fast, often in a heartbeat. • Everyone has value, can be anything they want, and is a leader. • The biggest mystery of life, is to discover who we truly are.
  18. 18. What is your vision?
  19. 19. Features of Effective Middle Leaders Clearly thought through, clearly communicated and ambitious vision. Accurate and careful evaluations on areas for development. Knowledgeable and enthusiastic about their field. Encourage exploration and innovation Strong leaders – have an ability to confidently delegate tasks and buld a culture of collegiality.
  20. 20. Strategies for effective leadership of a team
  21. 21. Challenges managing a team as Head of Geography Challenges Strategies /Solution
  22. 22. Difficult Conversations
  23. 23. Difficult Conversations Or Tackling the Elephant in the Room
  24. 24. At Some Point You Just Pull Off the Plaster, And It Hurts, But Then It’s Over and You’re Relieved
  25. 25. Tips for Success 1. Conquer your fear – no one likes conflict. 2. Do your homework – prepare 3. Make it about behaviour not the person (performance). 4. Be Positive – don’t just say what is wrong; say what and how it can be improved. 5. Choose words carefully. 6. Find the right setting. 7. Acknowledge, listen, and pay attention. 8. Be consistent. 9. Follow Up.
  26. 26. Plan, but don’t script…
  27. 27. 5 minute …..Difficult Conversation Plan Why? What is the general reason? What happens if it is not addressed? Evidence? What is some specific evidence that is there is a problem? The more specific the better? When and Where? When are you going to have the conversation; where are you going to have the conversation? Warm Up? How are you going to signpost that this conversation is coming? Before During Plan: What are your key points; what are you going to say in order Questions: What questions might the other person have? After Follow Up Actions: Potential Escalation? Success Criteria:
  28. 28. Conclusion • You are the most important leaders in the school. • You have the toughest but the most enjoyable job. • You can’t rely on anyone else for your happiness.
  29. 29. Formula for Guaranteed Success 1. Know where you want to go. 2. Know where you are now. 3. Know what you have to do, to get where you want to go. 4. Do it! An electronic copy of the presentation is available: http://bit.ly/RGSLeadership

Editor's Notes

  • Read Title
    Introduce Self
    Point out twitter handle, email address, and say that electronic copy of the presentation will be shared out after the presentation.
  • I have worked in three very different schools and been head of geography in all three.
    Started out at a comprehensive school in Essex – initially as a Geography teacher and then internally promoted to Head of Geography – raised the profile of the geography department and rapidly increased uptake.
    Moved to an Academy in Islington as Head of Humanities – a large Humanities department full of diverse characters – increased % of A*-C grades from below 40% to above 80%.
    Currently working at Chobham Academy – which is in the former athletes village and was used as an office building during the 2012 Olympics. Was initially appointed as an Assistant Principal; and through a failure to recruit was Head of Geography for my first year as well as my whole school leadership. I have now been there for four years and now oversee professional development; teaching and learning, and oversee our pastoral team.
    My personal education – since qualifying as a teacher I have undertaken a MA in Geography Education, an MSC in Educational Leadership, primarily looking at the role of the subject leader and subject leadership in school improvement. I am now undertaking a PhD at UCL looking at the Quality of Geography in the revised GCSE Geography.
    I am also a Fellow of the Royal Geographical Society and a Chartered Geographer.
  • Talking about developing capacity as a leader, sharing tips, advice, but most importantly giving space to reflection and thinking about your role as a leader. Days like today are important not only for what you learn as a leader but to provide space to reflection on leadership.

    Hopefully in the next 45 minutes you will have an opportunity to stop, think about, and go away with some ideas to try out and improve as a leader.

    I have roughly planned this to last the full time; therefore if you have any questions please ask as we go along – as there will probably not be time at the end – though if you ask throughout the session I will try and fit them in. I will also be here for some of the rest of the day so you can feel free to ask questions of me at lunch or breaks.
  • Middle leaders do a lot of different things – I think that you will have identified many of these on your sheet but consider how.
  • PLANNING FOR MANAGEMENT ALSO TAKES TIME
    Promotings internally bring extra challenges.
  • 1. Strong teamwork and interpersonal skills. 2. Assured organisation, planning and resource management ability. 3. Being professionally informed.
  • 1. Read from slide
    2. Everyone has to have a part to play
    3. But focus on what you can control
    4. Success is what you want it to be – you need to have your own definition of success –that could be on retention, uptake, enagement, quality of work.
    5.
    6. Team dynamics
    7.
  • Go back to your vision – how can you embed it with what you have – you may have a small team, you may have no team
  • Own the conversation
  • AS a subject leader you are the driving force of the school – I said it earlier, and I will say it again.

    Being a middle leader is one of the toughest – but also one of the most enjoyable jobs. I say this without irony that the thing I enjoy most about my job is still the teaching – and infact even doing cover brings me pleasure – though there are also
  • Thank you for your time; your thoughts and contributions.

    I want to return to these formula for success – what ever leadership challenge – whatever leadership issue whatever problem you are facing –it can be broken down using the formula above.

    I have put a copy of the slides and the handout at the web address above.
  • ×