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Keynote3.tony finn
- 1. Tony Finn AHDS Conference 14 September 2011 The General Teaching Council for Scotland Building a culture of leadership
- 3. A challenge or an opportunity?
- 4. You can’t be a leader if no-one is following you….. and be careful about whom you are following!
- 6. Is there just one style of successful leadership? How long does authority last?
- 8. .... collegiality Hierarchy or humility and.....
- 15. There are hidden messages: trust and mistrust Do staff feel trusted and valued?
- 17. Good leadership helps to avoid “not my job” syndrome?
- 20. Leadership inspires collegiality Collegiality inspires leadership
Notas del editor
- Key message is that leadership is not the function of one group of staff; that it is not exclusively linked to management posts; and that there are different types of and reasons for leadership. To what extent does our system currently prepare teachers for these roles?
- 1, Love your employees- invest in your employees and you will reap benefits. Be fair, enable success and show understanding 2. Connect peers with purpose: Everything has to be coherent, people see their role in the organisation. If everything is sharp goals and accountability, you can get alienation. Too loose, you get inertia. 3. Capacity building prevails: Find ways to help your colleagues grow as individuals and as employees. Try to identify people who can do well ( cf teaching as a career in Finland and Singapore 4. Learning is the work: Be consistent and keep focusing on same areas for improvement in work that people understand. (Ontario systems) 5. transparency rules: openness about what is happening and how good it is, about results but not to the point of becoming data driven 6. Systems learn; We need to keep reviewing and moving on together. ( cf systemic change – Liverpool FC in 70s. Grow your own leaders!
- Leadership.... cannot be left to chance – leaders need to learn how to lead”
- Have high expectations and share them. Engage with people, know your team. A relationship can take years to build but can be lost in seconds because of something we say or do. So, we should be open, be careful to take an interest in people, even the ones we don’t warm to!! Empowering people is important. By empowering people to do tasks, to take responsibility, to try things the whole organisation moves forward. Enable teams: Head Teachers have influence, Staff have impact, success is about ‘we’ not ‘me’. Always show enthusiasm and energy . Don’t let others think we are disillusioned or disengaged. If we are not motivated, how can our teams be. If we are not positive, others will be negative. Establish key priorities. and work on them! Choose to do the key things and not to waste your time on the wrong things
- It is still true in schools that the teachers who have the most influence on children’s motivation, learning and development, are those with whom pupils have a worthwhile relationship. They are interested and interesting. They are the real leaders in the everyday business of schooling. Such leaders are developers of other people’s skills, actions and beliefs. For good and ill, they can also act as ‘unofficial leaders’ amongst the staff. The member of staff without paid responsibility to whom the rest of the staff defer during (and, most significantly, outside) staff meetings is a leader. Amongst teaching staff the colleague who is enormously committed to children and school life and whom others know, via the grapevine, that the pupils’ respect is a touchstone for collective decisions. Staffroom-Do negative staff get the chance to voice their views? There are also equivalents in the staffroom of the classroom bully. They hold sway at dark moments when the whole system is in danger of falling apart.