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Surrey Secondary Heads Residential Conference September 2018 Welcome! Remaining strong Deciding well Leading for the future www.honk.org.uk leadershipmatters.org.uk Whats going on here? Power of habit Peer influence Leader focus H P
Surrey Secondary Heads Residential Conference September 2018
www.honk.org.uk leadershipmatters.org.uk
Remaining strong Deciding well Leading for the future
leadershipmatters.org.uk www.honk.org.uk
What’s going on here?
Power of habit Leader focus Peer influence
H P F leadershipmatters.org.uk www.honk.org.uk
We are what we repeatedly do. Excellence, then, is not an act, but a habit.
Aristotle Habit and excellence
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Three key leadership habits
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Model 2
Set the strategic direction
FUTURE
Build and sustain relationships
ENGAGE Create teams Create alignment
Deliver results and get things done
DELIVER Plan and
LEAD FUTURE NOW TASKS PEOPLE
Your personal qualities
Source: Adapted from Pendleton
HEAD HEART HANDS
Your particular situation Your approach
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LEADERSHIP RESULTS Culture
(what we do)
Climate
(how it feels)
Discretionary effort
Model 3
Intention to stay RETENTION
Source: Adapted from Corporate Leadership Council
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Evidence on this
Source: NFER report on teacher retention 2016
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Personal qualities Leadership actions Culture Discretionary effort Results Your situation Climate Leadership approach
LM combined model
Source: Buck
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What do we mean by resilience?
Source: The Oxford online dictionary
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Resilience
Source: Adapted from Robertson Cooper
ADAPTABILITY
1. Able to cope with change, particularly when imposed 2. Flexible when needed 3. Can recover quickly in such situations
PURPOSEFULNESS
1. Clear sense of purpose in role 2. Strong values, drive and direction 3. Achieve in the face of setbacks
CONFIDENCE
1. Self-belief 2. Coping with stressful situations 3. Right balance of positive and negative emotions
SOCIAL SUPPORT
1. Good relationships with
2. Willingness to seek support 3. Knowing when to draw on this support
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Resilience online tool
Access here
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Top kinds of leadership behaviours
Source: McKinsey
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Thinking fast and slow
Source: Daniel Kahnman
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Who are you deciding for?
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So in what situations does bias happen?
When there is lots of information
ü We notice or think of memorable items ü We notice when things have changed ü Remember the things we like
When there isn’t much information
ü We create patterns or simplify even when there is little data ü We fill in the gaps with our stereotypes ü We tend to focus on the things we know about or like more
When we need to act fast
ü Favour things that we do can straight away ü Better the devil we know
Source: Adapted from Benson
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So what can you do?
Source: Buck
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Five whys
Source: Toyoda
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Common biases
ü Anchoring - relying on a past reference ü Available heuristic – affected by what is more memorable ü Endowment – Likely to prefer what you already have or already do ü Framing – Influenced by way info is presented ü Group think - Conforming to opinions held by a group ü Confirmation bias – when new info agrees with what you already think ü Stereotyping - based on pre-conceptions associated with particular groups
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Simple checklist PROs CONs
Source: Buck
ü How easy? ü Cost? ü Buy-in? ü Time? ü Staff? ü Pupils? ü Parents? ü Outcomes?
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FOR THE CHANGE
When it is change or no change
AGAINST THE CHANGE THE STATUS QUO
Negatives
situation
Positives
the change
THE CHANGE
Negatives
change
Positives
the change
Source: Buck
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Appointing a teacher
Source: Buck
Option
Values match Subject knowledge Teaching skills Care for and rapport with pupils Desire to join us in particular Willingness to learn and grow Total
Sarah
4 3 12 3 3 9 3 2 6 4 2 8 2 1 2 4 3 12 49
Rene Mica John Sam
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FUTURE ENGAGE DELIVER
The process of change
Source: Kotter
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Vision Skills Incentives Resources Action Plans Success Skills Incentives Resources Action Plans Confusion Vision Incentives Resources Action Plans Anxiety Vision Skills Resources Action Plans Slow Change Vision Skills Incentives Action Plans Frustration Vision Skills Incentives Resources False Starts
Dimensions of change
Source: Knoster, Thousand and Villa
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Checklist for change
Action When Notes Be clear why change needed – get people wanting change Get a small group working on it and review the evidence of what works Create a draft vision and proposal Test it out with people Make sure everything is in place (especially skills and time to do it) Launch Ensure quick wins Get real-time feedback Challenge those not adopting Build into standard routines for planning and evaluation
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Book summary
Access here
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As we draw to close…
Although it may be true that leaders have a multitude of practical tasks, they have one that outweighs all the
spirit Harrison Owen
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Follow up
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40 VIDEOS 40 BOOK TOPICS 40 JOURNAL TOPICS
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Celebrate every success Never doubt that a small group of thoughtful, concerned citizens can change the world. Indeed, it is the only thing that ever has.
Margaret Mead