If you had to guess……. 7 Things Successful Leaders Do Differently

If you had to guess…….

7 Things Successful Leaders Do Differently

• 1• 2• 3• 4• 5• 6• 7

According to www.psychologytoday.com

Leadership & Change Session objective Learning outcomes

To investigate the theory and practice of leadership and its role in schools

Know – some of the research behind LeadershipUnderstand – the different styles of leadership and there applicabilityBe able to – place the theory and styles within our own school experience

‘Too much work on leadership focuses on what happens at the top of an organisation. This is a significant issue. Rules which work at the top of an

organisation are not relevant to someone setting out on the leadership journey. An organisation full of Genghis Khan wannabies is unlikely to be a happy place. It is no good mapping and destination. We all need a map for that journey to the

destination as well’

Your Default Style of Leadership

• Coercive Leader- urges compliance Do what I tell you

• Authoritative Leader- mobilise your armyCome with me

• Affiliative Leader- builds harmony and emotional supportPeople come first

• Democratic Leader- consensus through participation What do you think?• Pace Setting Leader- high standards and expectations

Do as I do, now!• Coaching Leader- develops people for the future

Try this

Leadership – A Case Study

Once upon a time, a British company and the Americans decided to have a competitive boat race on the

River Thames.

The Americans won by a mile.

The British firm became very discouraged by the loss and morale sagged.

Senior management decided that the reason for the crushing defeat had to be found, and a project team was set up to investigate the problem and recommend appropriate action. Their conclusion: The American team had eight people rowing and one person

steering. The British team had one person rowing and eight people steering.

Senior management immediately hired a consultancy company to do a study of the British teams structure. Millions of pounds and several months later

they concluded that: Too many people were steering and not enough rowing.

To prevent losing to the Americans next year, the team structure was changed to four ‘Steering Managers’ three ‘Senior Steering Managers’ and one ‘Executive Steering

Manager’. A performance and appraisal system was set up to give the person rowing the boat more incentive to work harder and become a ‘key performer’

The next year the Americans won by two miles.

The British company laid off the rower for poor performance, sold off all the oars, cancelled all capital investment for new equipment and halted

development of a new boat, awarded high performance awards to the consultants and distributed the money they saved to senior management.

What can we learn from this?

DEFINE LEADERSHIP

Is this Leadership?

http://www.youtube.com/watch?v=UpdeNcH1H8A&list=PL4722ACAF73248DC5

LEADERSHIP

Dwight Eisenhower

‘Leadership is the art of getting someone else to do something you want done because he wants to do it’

Harry S. Truman

‘Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to change things for the better’

How do LEADERSHIP and MANAGEMENT differ?

MANAGEMENT

Define management

MANAGEMENTRonald Reagan

‘Surround yourself with the best people you can, delegate authority and don’t interfere.’

The process of achieving the objectives of the organisation by bringing together human, physical, and financial resources in an optimum combination and making the best decision for the organisation while taking into consideration its operating environment

MANAGEMENTRonald Reagan

Also said…..

‘When you can’t make them see the light, make them feel the heat’

What are you doing most of the time?

Leading or Managing?

Ofsted Implications New Framework January 2012 subject to legislation• Pupil achievement.• The quality of teaching.• Leadership and management• The behaviour and safety of pupils.

Ofsted Implications New Framework January 2012 subject to legislation• Pupil achievement• The quality of teaching• Leadership and management• The behaviour and safety of pupils

How many of the remaining criteria are dependent upon Middle Leaders?

HMI Subject inspectionsCommon features for improvement:• Accuracy and depth of information/data on transfer

from KS2• Progress expectations at KS3• Greater responsibility given to students to direct their

own learning• More opportunities for students to reflect on what they

have learnt and what they need to do to improve

‘In outstanding teaching, questioning reallyextends students’ original thinking and leads to independently initiated activities to improve their own work’.

What about here?

Leadership & Change Session objective Learning outcomes



The Theory

Learning to Lead

‘There is some debate on whether you can learn to leave, and if so, how. The good news is that everyone coming to lead to some level of proficiency, just as we all can learn to play musical and slim or pressboard. We

may not land up being the greatest position, sportsperson or later, but at least we can be a better one.’

‘In terms of theory, that leaders are born not bread, is terrifying. England track this theory for roughly 900 years on the monarchy and aristocracy ruled by right of birth stop the result was that for 900 years the country with that by murderers, rapists, cryptograms, Matt, programmers and occasional genius who was meant to make up for the rest. Apply the same period of business does not bode well: was family businesses discovered

at the same’ clocks to clogs in three generations’ holds true. The first generation makes money, the second generation spends it and the third is bad weather first-generation started.’

Believing that leaders are born not bread is fatalistic. You may as well give everyone a DNA test when they start their careers and let that determine that. In practice we can help everyone improve leadership potential. The only question is how?’

‘Leadership is too often shrouded in mystery. To become leaders we are urged to become a combination of Genghis Khan, Nelson Mandela, Machiavelli and Ghandi.’

What would that leader look like?

The mystery deepens when you try to define what makes a good leader in practice. We can all recognise a good leader in our daily lives. But no leader seems to conform to a single template.

Some academics and consultants decided to solve the mystery of leadership. They had time on their hands – there were on safari.

By way of a warm-up exercise they decided to design the perfect predator. Each took responsibility for one element of the predator.

What would the perfect predator look like?

The result was a beast with the legs of a cheetah, the jaws of a crocodile, the hide of a rhino, the neck of a giraffe, the ears of an elephant, the tail of a scorpion and

the attitude of a hippo.

The beast promptly collapsed under the weight of its own improbability

Undeterred, they turned their attention to designing the perfect leader. Their perfect leader looked like this: • Creative and disciplined• Visionary and detailed• Motivational and commanding• Directing and empowering • Ambitious and humble• Reliable and risk taking• Intuitive and logical• Intellectual and emotional• Coaching and controlling

This leader also collapsed under the weight of overwhelming improbability.

The good news is that we do not have to be perfect to be a leader.

We have to fit the situation.

The Polar Bear is the perfect predator in the Arctic but would be useless in Papua New Guinea. Winston Churchill has to endure what he called his ‘wilderness years’ in peacetime. He just happened to be perfect as a wartime leader.

The same leader enjoyed different outcomes in different situations.

How to Lead is about becoming an effective leader, not the perfect leader.

But there is plenty of good news

• Everyone can be a leader. The leaders we know come in all sorts of flavours and styles and all have different success formulas.

• You can load the dice in your favour. There are some things that all leaders do well. It does not guarantee success, but is does make success more likely.

• You can learn to be a leader. You do not have to be someone else: you do not have to become Napoleon or Mother Teresa. You simply have to the best of who you are.

Leadership Session objective Learning outcomes









Try this

Case Study

Leadership Session objective Learning outcomes



What is Your Leadership Challenge Today?

Where is the Change?

http://www.historynetwork.co.uk/historynetwork/Plym_Middle_Leadership.html

Seeing Stars?

Raising attainment

Tracking progress

Value added

Teaching and learning

Levels of progress

What is outstanding?

Inclusion

Student voice

Budget

Challenging staff

Targets

Self Evaluation

Ebac Sub-Groups

Building a Team

No Levels

PerMan Narrowing the gap Narrowing the Gap







Try this

Leading Change

• The best leaders are effective at making changes

What Successful Leaders Do• Vision

Creative and InventiveLink to whole school prioritiesSuccession Plan

• CommunicateOutstanding Inter-Personal SkillsConfidentEmotionally Intelligent

• Engage PeopleWin over the “blockers”Manage Expectations

• Build SupportCreate Powerful and Effective TeamsDelegate, Coach, Empower.

• Show how it could be Quick Wins My job is Changing as well Lead by Example Accept Accountability• Step by Step Planning Feedback Anticipates the difficult phases of change Has sense of Realism• Monitoring and Review Can change direction or go back and

repeat tasks if needed Keeps measuring the Vision

Leadership Qualities Reference Check

VisionaryDeterminedStrategicWell PreparedRealisticAmbitiousAccountableHumble

People CentredEmpatheticLoyalGoal OrientatedApproachableCommunicatorRisk Taker

This leader also collapsed under the weight of overwhelming improbability.

If you had to guess…….

7 Things Successful Leaders Do Differently

• 1• 2• 3• 4• 5• 6• 7

http://www.psychologytoday.com/blog/pressure-proof/201206/7-things-successful-leaders-do-differently

How do the Best Schools in the UK Improve and Sustain Success?• They look beyond their own school as well as within it• They focus on teaching and learning• They develop Leadership at every level (distributed leadership

model)• They have simple but effective intervention strategies for

students who find learning a challenge• They invest in their staff• They have a wide network of partners who they support and

support them• They make leaders accountable

Leading Change1. Establishing a sense of urgency2. Creating a team of supporters3. Developing a vision and strategy4. Communicating the vision for change5. Decide on the starting point6. Generating short term wins7. Celebrate gains and successes and

produce the next layer of change8. Embed the new approaches to make the

“new norm”

The Blockers!• They are gatekeepers of the past• They believe that what we do now

works• They speak for others but are really

worried about the impact of change on them

• How do you tackle them?

Top Tips• Give them a role• Be assertive, professional, clear and

friendly• Make achievable steps• Link it to performance management• Link to a coach/champion

If you had to guess……. 7 Things Successful Leaders Do Differently

Documents

Transcript of If you had to guess……. 7 Things Successful Leaders Do Differently