Building on Andy's session last year, this session will focus on how leaders create a climate and culture that leads to increased performance in schools. Much of the input is based on his learning from his participation in Oxford Business School 'High Performing Leadership' course and from the leadership meta-analysis by Dr Viviane Robinson from the University of Auckland

1. Andy Buck – Managing Director, United Learning
Challenge Partners Annual Conference 2013
Leadership for performance

2. United Learning
• 25 academies
• 11 independent
schools
• The best in
everyone
• Outward facing
and collabora<ve
• Locally
accountable
• Small centre
• Growing at about
10 schools a year

3. P Leadership for performance
LEADERSHIP RESULTS
Culture
(what we do)
Climate
(how it feels)
Discre<onary
effort and
engagement
Leadership - all you need to know
Pendleton and Furnham - 2012

4. P Impact on discreDonary effort
Pay 2%
Benefits 10%
Personal development 12%
Work characteris<cs 17%
Senior team characteris<cs 17%
Induc<on 20%
Organisa<onal culture 21%
Direct manager characteris<cs 25%

5. g = ( 3p + 2(c + t) + m + o )5l
Climate and
culture
Power of
leadership
P What makes a great school?

7. g = ( 3p + 2(c + t) + m + o )5l

8. P People – recruitment and expectaDons

9. P People ‐ developing staff

10. P People ‐ developing students

11. C Clarity

12. Clarity

13. C Consistency

14. Top Two ?
• Recruitment and expecta<ons
• Developing people
• Developing pupils
• Clarity
• Consistency

15. g = ( 3p + 2(c + t) + m + o )5l

16. T Transparency

17. T Trust

18. M Momentum

19. O Outward face

20. Top Two ?
• Transparency
• Trust
• Momentum
• Outward‐facing

21. g = ( 3p + 2(c + t) + m + o )5l

22. Set the
strategic
direction
P Role of leaders ‐ what you do
Deliver results
and get things
done
Build and
sustain
relationships
Plan and
organise
Create
alignment
Create
teams
LEAD
Leadership - all you need to know
Pendleton and Furnham - 2012
Strategist
Implementer
Rela<onship
Builder
Influencer
Future
Task People
Now

23. P Effect of leadership style – how you do it
Coercive
Visionary
AffiliaDve
DemocraDc
PaceseRng
Coaching
Based on Daniel Goleman (2000)
Time
Culture
Climate
BUT…

24. P Effect of leadership style
Coercive ‐ .26
Visionary + .54
AffiliaDve + .46
DemocraDc + .43
PaceseRng ‐ .25
Coaching + .42
Based on Daniel Goleman (2000)

25. L Leadership ‐ communicaDon
communication

26. L Leadership ‐ performance performance

27. Natural pre‐
disposi<on
Actual
performance
Work
with
Work
on
Work
around
Work
on
Playing to your strengths
Natural
strength
Fragile
strength
Poten<al
strength
Resistant
limita<on

28. L Leadership ‐ acDons action

29. L Leadership ‐ courage
courage

30. Behaviours
and values
Actual
performance
Stars Saints
Sloths Sinners
Managing individual performance
Recognise/
strengthen
role
Feedback,
coach then
sanc<ons
Coach and
support
Remove or
neutralise

31. L Leadership ‐ humility
humility

32. Area for personal focus ?
• Communica<on
• Performance
• Ac<ons
• Courage
• Humility
L hPeP
• Listen
• Ask open
ques<ons
• Affirm
Personal reflecDon

33. Making a difference

Those who move
mountains begin
by carrying away
small stones
Based on a Chinese proverb

34. andy.buck@unitedlearning.org.uk