Motion leadership


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  • It might sound icky but the best leaders are passionate and want improvement, find your passion you have been picked because we know you have the capacity to be passionate about your teaching. In addition all leaders need a moral imperative, that is teachers we don’t do this for the money but because we want to better kid’s lives. Even if you don’t believe what we are asking addresses this we ask you to have an open mind and practise the behaviour and the beliefs will come later. Taking risks before your peers is hard; they know you intimately and will know it is a risk We are asking you to work and learn at the same timeAll of this is for some later gain and now it may feel as if it is a negative for you now
  • Use this example about motion leadership Jamie’s school dinners. Try and put your current possibly negative feelings about Jamie Oliver to one side we are looking at how he went about motion leadership
  • State of inertia at Kidbrooke was very efficient and smooth and within budget. Additional costs are worn by the school admin meaning reductions in other programs Nora’s fear of change was part of a genuine concern for the children and their getting a hot meal Jamie’s risk taking led to late dinners, difficulties with ordering supplies and he could not provide answers when she asked No relationship as he was an outsider Possible clip episode 1 Nora doubting it can be done/ problems with getting food out on time 22.58 minutes27.35- 30.14 minutes
  • During change must take time to build relationships otherwise people won’t make an effortNeed to take risks but they where ever possible should be scaffolded (Jamie listening to Nora and writing a shopping list and plan)Need to make smallest number of key changes don’t need to change everything at once (SIT asking for differentiated curriculum before learning logs) Nora went to 15 with strong beliefs against what he was doing and learned new behaviours these affected her beliefs Don’t skirt over the dip. This is normal when people have yet to gain the capacity to do the new things you are asking of themEpisode 1 Nora. “ I am not going” and at end of 15 visit 46.00 at end of visit
  • Should be the diagram from page 21 Motion Leadership
  • Main job is to facilitate focussed interaction with peers Job is to bond everyone into the group they are part of which will improve the collective capacity of the group As a group here you need to develop allegiances in the way Principals do; you need a support network and an ability to support each other Dinner lady boot camp is a way of Jamie creating connections amongst the dinner ladies ‘We- we’ is about the Principal working as part of the PLT so that they also learn; they need to be respectful of the people’s knowledge as well as help the PLT along; they are your allies as well not spies for the SIT team
  • Need to build capacity, can’t assume they will be able to do it without your help. Constantly need to check for this and whether people can understand stuff. E.g. Jamie with the recipe for Elaine who did not understand why you would put lemon on chickenNever loose empathy as then you can’t take people with you even if you are still believing they are not good at job be understandingEpisode 3 dinner ladies complaining at camp and Jamie being empathetic or empathetic about Nora in episode 1
  • People need reassurance and checking. Your job doesn’t end at the end of the meeting. People need to understand that it is ok to take risks and make mistakes. That is the message from SIT just try anyway Issue of how long it takes to get stuff learnt deeply How much support needs to be provided to do this. Assess and reassess and reassess again (Jamie did this by going to a primary school, trialling it with a dinner lady, talking to kids etc.)Nora and Pam and how upset she is about it all episode 4
  • De-privatisation of practice at Macleod involves coaching as well as triad observation and open learning spaces Transparency automatically improves accountability Why did Oliver decide to do this so publically? He is not scared of being transparent. But what about the others? They did not have to agree to be shown warts and all?
  • The leader must be trustworthy or you will get no where. They greater you are trusted the quicker people will try to change.Even if you have to make some changes and be flexible don’t back off the main idea; be persistent- remember Tiger Woods Stick with it and never forget where you came from Be assertive if necessary. You can get away with it
  • Motion leadership

    1. 1. Motion Leadership <br />Jamie Oliver and PLT Leaders <br />
    2. 2. What are we asking from you?<br />Passion for improvement <br />Moral imperative<br />Move from status quo/ inert state to motion leadership <br />Take risks<br />Behaviour before beliefs <br />Learn and work <br />A negative cost benefit ratio (at first)<br />
    3. 3. School dinners <br />Circa 2004<br />Quality of school dinner food major problem <br />Kidbrooke Comprehensive (1400 secondary students) in Greenwich<br />Greenwich council agreed he could take over the whole borough’s schools <br />Up to 20,000 students across 60 schools <br />Government raised the amount that could be paid for each child’s dinner up from 37 to 50 pence<br />
    4. 4. Change problems <br />State of inertia to one of movement <br />Fear of change <br />Too fast /too slow <br />Relationships <br />State of inertia but it was efficient <br />Serious risk in students going hungry<br />What is the capacity like?<br />Jamie, the outsider <br />
    5. 5. Change itself <br />Building relationships <br />Taking risks but scaffolded <br />Simplexity-smallest number of key changes <br />Behaviour before beliefs<br />Honour the implementation dip <br />
    6. 6. The myth and the reality of change<br />
    7. 7. Connecting peers with purpose <br />Role of leaders is to enable peers to facilitate, and interact in a focussed manner<br />Peer connection is the social glue of cohesion <br />Positive peer bonds strengthened – leads to collective capacity <br />Develop allegiances with each other <br />‘We- we’ commitment <br />
    8. 8. Capacity building trumps judgementalism <br />Overuse capacity building and underuse judgementalism<br />Overuse empathy<br />The more you park judgement more accountability you get <br />
    9. 9. Learning is the work <br />Communication during implementation <br />Ok to take risks that’s how we learn<br />Only way to get depth is to do continuous on the job learning <br />Importance of continuous support <br />10,000 hour rule (Gladwell)<br />100,000 hours relational coordination <br />The work is harder as people are not yet good at it <br />Tiger Woods<br />Relentlessly consistent 50% Willingness to change 50% <br />
    10. 10. Transparency Rules <br />De-privatization of practice is everywhere<br />Can’t force people to change but can create a system where positive change is inevitable<br />Transparency leads to accountability <br />What would have happened if Oliver failed? <br />
    11. 11. Love, Trust and Resistance<br />Demonstrate your trustworthiness <br />High trust/ high speed change <br />Persistent yet flexible <br />Resolute leadership and empathy <br />Leaders can get away with assertiveness when: <br />They are trusted<br /> it is a good idea<br /> they empower people to help and shape the idea<br />
    12. 12. Ernest Shackleton 1909<br />Shackleton led a crew of 28 to the South Pole. On the way their ship was caught in ice and destroyed. For 18 months they crossed ice flows and 800 miles of water in a rowboat. At one point Neish ( a crew member) rebels and wont go on. Shackleton abuses him and threatens to shoot him if he jeopardises the life of the men. Neish goes back to work. It is not the threat of being shot that makes him do this but the fact that the crew supported Shackleton even when he was doing this because they trusted him implicitly .<br />
    13. 13. A final word from Jamie <br /><br />