Term 3 Focus

As the term begins for us here in New Zealand it is a good time to take stock. What are your goals for the next 100 days of school? Do your goals take priority over learning styles and student needs? Is your professional development (PD) plan a success if all of the teachers complete the face-to-face PD, but do not implement the instructional strategies?

As a teacher, the world may not be second-guessing your decisions or requesting that you explain your school improvement plan on national TV. Impacting the lives of hundreds of students in a school is much more complex than a checklist. This term I will be asking my middle leaders to reflect on the reason they became an educator. Knowing “your why” will help you support teaching and learning. While a teacher’s legacy is the successful transition of children into adults who contribute to society, it is important to focus on the students you have this year and not your legacy.

Here are five focus points for you:

1.  Focus on The Students You Have This Year

2.  Recognize The Importance Of Continuous Improvement

3.  Focus On Goals, But Not At The Expense Of Student Growth

4.  Provide A Culture Where Multiple Perspectives Are Valued

5.  Reflect On The Reasons You Became An Educator

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Bringing Staff Together

A key test of our  leadership is the degree to which you are able to inspire and motivate others, so that others feel both willing and able to turn your dreams for your school into reality. But …. as  you well know this is a task that is easier said than done. Uniting Hearts and Minds. The reason why so many leaders become exhausted by the whole school development process is because schools are complex organisations to lead and manage. A school is not one homogeneous identity. Far from it. Schools are complex and dynamic structures because they are made up of individuals from a diverse set of backgrounds, cultures, histories and values. It can be argued that much of the process of school improvement is about enabling others to value and respect each other’s perspectives whilst at the same time learning how to bring these differing perspectives into alignment, so that all are united in both heart and mind around achieving the school’s core vision and purpose.

Leadership Models

• Think about your vision – WHY are you going to something, not just what you’re going to do
• I should think about Apple’s Model: technology as a mental bicycle – technology enables us to create, innovate and explore
  • Vision (inspiration) – mental bicycle
  • Mission (measurable) – one computer, one person
  • Directions – strategic (consumer, education)
  • Steps – tactical (creative)
  • People – companions, not competitors
  • Guidelines – think differently

Thought for a Friday May 26

My leadership style I have learnt sometimes depends on the situation. You can head into a leadership position with big dreams and the best intentions, and then remember you have to work with people who may not be on board with those big dreams, and suddenly lose those best intentions.

Other times as a leader you go into the situation ready to move forward, but because of mandates, rules and the politics of distraction (Hattie. 2015) you can become insecure and not sure what to do first. As leaders, when we have so many choices of where to start we sometimes choose not to choose at all. Understanding our current reality is important, but what should be on our radar is not always so glaringly obvious.

Leadership is not for the faint of heart…

Personally I always go back to Stephen Covey’s seminal work, The 7 Habits Of Highly Effective People he showed us with 7 habits that all successful people have, and taught us that with some hard work we can adopt those habits too.

Be proactive – Anticipate and act, no matter how difficult the situation.

Begin with the end in mind – What do we want out of leadership, and what should we want as a school community?

Put first things first – Drop the politics of distraction, understand our current reality, and take actionable steps to achieve that goal.

Think win/win –

Seek first to understand then to be understood – Leaders should listen more than they talk, and try to understand where the other person is coming from before they try to move forward.

Synergize – This is all about collective efficacy, which Tschannen-Moran, M., & Barr, M. (2004) says,“refers to the collective self-perception that teachers in a given school make an educational difference to their students over and above the educational impact of their homes and communities.”

Sharpen the Saw – Know when to take a break. Schools with initiative fatigue never sharpen the saw.

Leadership

Most of us want our leaders to do better–to make smart, ethical, innovative choices that maximize everyone’s success, not just their own. That’s one reason why accountability and transparency matter. But it seems we want much the same for ourselves to push ourselves to greater heights bit by bit, to learn from our setbacks, and to move forward more capably than before.

Being SLT in Term One

“Good relations between teachers and their colleagues and between teachers and their students can mitigate the negative effects of challenging classrooms…”

 In March 2015 the OECD released a report from the International Summit on the Teaching Profession: Schools for 21st Century Learners (2015) by Andreas Schleicher. It identified some good news, and some not-so-good news:

The good news: The most successful education systems are those in countries whose society values the teaching profession.

The not-so-good news: Fewer than one in three teachers believe that teaching is a valued profession in society.

On my ongoing development there are some key areas that I have been working on in my leadership in SLT in 2017.

1. Distributed leadership, provides opportunities to participate in decision making at school.
2. Positive interpersonal relationships between teachers and their colleagues and teachers and their students
3. Meaningful appraisal and feedback that recognises and celebrates teachers’ strengths while simultaneously challenging teachers to address weaknesses in their pedagogical practices.
4. Provide a culture of collaboration among teachers through:

• jointly teaching the same class
• observing and providing feedback on other teachers
• engaging in different classes and age groups
• professional learning

“The strongest association with teachers’ job satisfaction appears to be participating in collaborative professional learning activities five times a year or more.”

5. Quality professional development. A focus on the three components of self-efficacy – classroom management, instruction and student engagement. Learner agency has been a common term for me this year. 

Champions

I watched a clip this week by Clive Woodward. No matter what you think of him as a rugby coach he is a great leader. Indeed he is a champion.He had a number of themes: 

Champions are made, not born. In his talk Woodward explains the process of making a champion. He talks about the England rugby team of 2003 and how his process of developing champions meant that we won the World Cup. According to Woodward there are four criteria which define champions: Ability; Teach-ability; Handling Pressure; Will to Succeed.

Woodward claims that we all have ability or talent, but talent is not enough. No matter how talented you might be, you have to put that aside and be completely open to being taught – if you do not have Teachability, then you’re stuck with talent, which is not enough. With Ability and Teachability, you then need to know how to think clearly under pressure, or T-CUP. He talks about his War-Room, which contained tables and chairs, a huge stop-clock on the wall, a scoreboard and a white board. When he was giving a tactics talk he would suddenly stop, set a time in an imaginary match on the stop-clock, identify opponents and a score on the scoreboard, describe a situation in the imaginary match – say, our scrum on our own twenty-two, with our number 8 in the sin-bin – and then ask any of the players to explain, using the whiteboard, exactly what they think we should do as a team in that precise situation. He calls it T-CUP: imagine the pressure on front row Phil Vickery in front of his unforgiving team mates if it’s him Woodward summons to the whiteboard. In his talk Woodward then shows the following basketball clip. It’s 88 points all, 0.6 seconds to go, the Yellow team have two free shots, the first shot goes in to put them 89-88 up: what should the player taking the second free shot do with the ball? The only other bit of information you need to know is that if the buzzer for the end of the game sounds and a shot is in mid-air, the game is not over until the ball has hit the ground and the shot is technically dead.

Authentic Leadership Message

I thought it might be timely this week as my staff and students settled into classes to reflect on my own leadership. When most people think of leading they tend to think of leading people “below” themselves even though servant leadership is not new. That is a very dangerous way to think because it’s hard to think of people “below” you without also thinking you’re somehow “above” the people you lead.

It’s not even your title or position that makes you a leader. Your thinking and your actions make you a leader. Even more than that, it’s your people that make you a leader because no matter what you think or do, if no one is following then you’re not leading.

The secret to being an Authentic Servant Leader is to never think for a moment that because someone is below you on an organizational chart that they are somehow below you in life.

I was reflecting with my daughter this week that people are where they are in their lives for a lot of reasons. Some had more luck than others, some made more luck than others. Some maybe were born with more advantages, some perhaps married into additional advantages. Our lot in life changes, sometimes because of what we did, sometimes because of what we didn’t do and sometimes it changes for no apparent reason.

The point is we are really pretty much all the same and the moment we start thinking we are born for greatness is the very moment we begin to lose the empathy and compassion required to actually be an Authentic Servant Leader.

I suppose it comes back to my own beliefs and faith. We are all gifts from God. When we understand that simple fact then and only then do we have the opportunity to be an authentic leader.

 

My first Principal…

Here are a few things my first principal taught me on my own path to servant leadership:

• Don’t take advantage of your title or positional power; instead, inspire by making them feel like an equal.
• Share the vision and decision-making with others. Make sure followers have a seat at the table in important decisions.
• Provide followers with all the resources they need so they can become better leaders.

While he was still my “principal” and expectations of my performance were high, I recall how much more satisfied and engaged I felt than at any other time in my young corporate career.

What was it about this professional relationship that worked out so well for me? It comes down to four leadership principles proven over time to build trust and loyalty in followers.

1. He facilitated a shared vision. 

My first principal communicated an image of the future that drew us all in. It spoke to what his team (my colleagues) saw and felt.

• Destination: Where are we going?
• Purpose: Why do we exist? What greater good do we serve?
• Values: What principles guide our decisions and actions on our journey?

When a vision addresses all three of these questions for team members, a tremendous amount of energy is unleashed.

2. He shared power and released control.

If you want to foster high trust, risk-taking, creativity and open communication, but you’re still riding on your autocratic high-horse and instilling fear, consider getting off for the higher road of sharing power and releasing control.

This means allowing the freedom for others to experiment, lead themselves, stretch, and make mistakes. This will unleash discretionary effort and your team will produce great results. That’s what happened to My first principal’s team.

3. He put people in positions to lead.

Instead of leveraging his positional power for personal gain, self-promotion or demands for special privileges, My first principal put his people in positions of leadership to stretch their growth and develop new strengths and roles.

The return on this investment was watching a leadership culture rise up. Many of us got promoted to leadership roles, filling key positions internally.

4. He pushed his authority down.

In highly effective organizations, there are leaders at every level, not just at the top. The solution is always to push authority down so you’re creating a leader-leader culture. This is what My first principal did exceptionally well.By the way it was not Michael Scott!!!

What are some good examples of leaders who share leadership? How do they do it?

Carolyn Stuart at ULEARN

Leading change in school is summed up by unleashing innovation but not upsetting people.

These are key parts to this:

Authentic relationships + Inquiry-based practice + Shared vision & values + Future focussed expectations + Trust in people and process + Collective responsibility for agreed norms = Freedom to Innovate

There’s an old adage, “People are down on what they’re not up on.” In the absence of information, people tend to be negative. Communication frequently becomes an afterthought when it should be at the core of any school improvement strategy. If you’ve connected stakeholders to the larger vision through meetings, communications, and input, they will believe it’s worth it. Remember to involve all stakeholders—educators at all levels, students, parents, business and community leaders, media, unions, partners, and others. Ask, “What do we need people to know, feel, and do?” Personalize messaging to each group to ensure relevance and understanding. Make your communications about issues and successes very concrete. Abstract messages get lost in the shuffle. And, carefully consider the timing and sequencing of your communications.

This clip got me thinking around this:

Building the plane while flying clip

https://www.youtube.com/watch?v=L2zqTYgcpfg

“At the heart of innovation is a paradox.” Linda Hill

https://www.ted.com/talks/linda_hill_how_to_manage_for_collective_creativity?language=en