National Conference on Education

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					‘People work for people’ –
   the key challenge for
    Education Leaders
                ‘
                Reg Chapman
    Principal, Consultant, Storyteller

 Association for College Management
                                         1
Targets are never enough…….
‘People work for people – not visions or strategies or targets – and
   give of their best when they feel connected with their leader and
   their leader feels connected with them.’
                                                      G. Binney et al.


Convincing teachers

‘The traditional notion of Leadership as ‘leading from the front’ is
   not nearly as important……as gaining the trust of organisational
   members and, in a sense, gaining permission of followers to be
   led.’
                                 Centre for Excellence in Leadership

                                                                    2
Themes

   Leadership styles that work for you.

   Motivating and engaging your team to
    achieve Excellence.




                                           3
Theme 1.

Leadership styles in Education



What works for you and your school?




                                      4
Rule by Fear

‘The Romans did not build an empire by
  organising meetings. They did it by
  killing anyone who got in their way.’

                   Chairman of Chelsea Football Club


It can work but……?

                                                  5
Encourages

 Compliance
 Caution – stifles initiative.
 Withdrawal.
 Fear and hostility.
 Stifles personal growth.
 Good staff leave.


                                  6
Alternatively -
Happy cows give 300 more litres




‘Cows feel happier and more relaxed if
  they are given a bit more one-to-one
  attention.’
                       Newcastle University
                                          7
It often works but…..



Ofsted Inspectors judgements on special
 needs schools in England.

   ‘cozy, cuddled but not challenged’

                                          8
Six Leadership Styles to select from.




Daniel Goleman’s set of golf clubs.




                                      9
    Six Leadership Styles: What Works &
    When?
              Coercive          Authoritative       Affiliative          Democratic        Pacesetting        Coaching


              Demands           Mobilizes           Creates              Forges            Sets high          Develops
Modus         immediate         people towards      harmony and          consensus         standards for      people for the
operandi      compliance        a vision            builds emotional     through           performance        future
                                                    bonds                participation




In a phrase   “Do what I tell   “Come with          “People come         “What do you      “Do as I do,       “Try this.”
              you.”             me.”                first.”              think?”           now.”



              In a crisis, to   When changes        To heal rifts in a   To build buy-in   To get quick       To help an
              kick start a      require a new       team or to           or consensus,     results from a     employee
Works best    turnaround, or    vision, or when     motivate people      or to get input   highly motivated   improve
              with problem      a clear direction   during stressful     from valuable     and competent      performance or
              employees.        is needed.          circumstances.       employees.        team.              develop long-
                                                                                                              term strengths.



Impact on     Negative          Most strongly       Positive             Positive          Negative           Positive
climate                         positive




                                                                                                                            10
Questions for Reflection


   Which styles do you need to develop?

   Which styles does your school need for
    its development?


                                             11
Goleman’s Conclusions

 Your style matters – you are a role
  model.
 Avoid one default style.
 In times of change - Affiliative,
  Authoritative, Coaching and
  Democratic.
 Styles can be learnt by practice and
  feedback.
                                         12
Theme 2


  Motivating and engaging your team

   through support and challenge.




                                      13
Emotion at Work


‘To reach the top rung ( of performance)
people must love what they do and find
pleasure in it.’

                              Daniel Goleman



                                           14
Emotion at Work
  10 Turn-off Emotions              10 Turn-on Emotions
 Fear                             Obsession
 Anger                            Passion
 Apathy                           Challenge
 Stress                           Commitment
 Anxiety                          Determination
 Hostility                        Delight
 Envy                             Love
 Greed                            Pride
 Selfishness                      Desire
 Hatred                           Trust
Withdrawal and low performance.   Positive energy and motivation   15
Key Motivators for Staff in
Education
   Positive feedback.
   Praise and encouragement.
   Acknowledgement through pay rise.


De-motivators
   Workloads.
   Target culture.
   Bureaucracy and paperwork.
   Poor quality environment.
                                        16
Rewards and Recognition motivate staff.




                                          17
 Schuster Model of Total Reward
Individual Growth                      Compelling Future
•CPD                                   •Visions and values
•Performance management                •Image and reputation
•Career enhancement                    •Growth and success


                          Employee
                          Motivation

•Base pay                              •People focus
•Pay progression                       •Leadership style
•Bonuses                               •Leadership role models
•Benefits                              •Trust and involvement
                                       •Open communication
                                       •Enabling environment
Total Pay                              Positive Workplace        18
Challenging Underperformance



       The hardest part?




                               19
‘The backbone of performance
  management is the ability to have good
  one to one conversations.’



Example:The Professor – Arsene Wenger


                                       20
The Challenging Conversations
‘When you confront a problem you begin to solve it.’
                               Rudi Giuliani, Mayor of New York.

   Prepare
   Take the Initiative
   Focus on the Future
   Close

‘People are not the main assets – only the right people are.’
                                        Jim Collins, ‘Good to Great,’


                                                                  21
My last stories


            A cyclist’s story
     ‘Give an inch , make a friend’

           An emperor’s story
 ‘If you are to busy to listen then you
        should stop being emperor.’
                                          22
   UK Publications on Leading People.
                    Sir Bernard O’Connell
           Creating an Outstanding College, 2005.

                     George Binney et al
Living Leadership: A Practical Guide for Ordinary Heroes, 2005

              David MacLoed and Chris Brady
   The Extra Mile: How to engage your people to win, 2008.

     Association for College Management publications at
                      www.acm.uk.com

              Office of Standards in Education
       (National Inspectorate of schools and colleges)
                     www.ofsted.gov.uk


                                                                 23

				
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