Transcript ‘People work for people’ – the key challenge for Education Leaders ‘ Reg Chapman Principal, Consultant, Storyteller Association for College Management.

‘People work for people’ –
the key challenge for
Education Leaders
‘
Reg Chapman
Principal, Consultant, Storyteller
Association for College Management
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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
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Themes

Leadership styles that work for you.

Motivating and engaging your team to
achieve Excellence.
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Theme 1.
Leadership styles in Education
What works for you and your school?
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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……?
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Encourages
Compliance
 Caution – stifles initiative.
 Withdrawal.
 Fear and hostility.
 Stifles personal growth.
 Good staff leave.

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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
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It often works but…..
Ofsted Inspectors judgements on special
needs schools in England.
‘cozy, cuddled but not challenged’
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Six Leadership Styles to select from.
Daniel Goleman’s set of golf clubs.
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Six Leadership Styles: What Works &
When?
Modus
operandi
In a phrase
Works best
Impact on
climate
Coercive
Authoritative
Affiliative
Democratic
Pacesetting
Coaching
Demands
immediate
compliance
Mobilizes
people towards
a vision
Creates
harmony and
builds emotional
bonds
Forges
consensus
through
participation
Sets high
standards for
performance
Develops
people for the
future
“Do what I tell
you.”
“Come with
me.”
“People come
first.”
“What do you
think?”
“Do as I do,
now.”
“Try this.”
In a crisis, to
kick start a
turnaround, or
with problem
employees.
When changes
require a new
vision, or when
a clear direction
is needed.
To heal rifts in a
team or to
motivate people
during stressful
circumstances.
To build buy-in
or consensus,
or to get input
from valuable
employees.
To get quick
results from a
highly motivated
and competent
team.
To help an
employee
improve
performance or
develop longterm strengths.
Negative
Most strongly
positive
Positive
Positive
Negative
Positive
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Questions for Reflection

Which styles do you need to develop?

Which styles does your school need for
its development?
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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.

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Theme 2
Motivating and engaging your team
through support and challenge.
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Emotion at Work
‘To reach the top rung ( of performance)
people must love what they do and find
pleasure in it.’
Daniel Goleman
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Emotion at Work
10 Turn-off Emotions
 Fear
 Anger
 Apathy
 Stress
 Anxiety
 Hostility
 Envy
 Greed
 Selfishness
 Hatred
10 Turn-on Emotions
 Obsession
 Passion
 Challenge
 Commitment
 Determination
 Delight
 Love
 Pride
 Desire
 Trust
Withdrawal and low performance.
Positive energy and motivation
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Key Motivators for Staff in
Education

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Positive feedback.
Praise and encouragement.
Acknowledgement through pay rise.
De-motivators

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
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Workloads.
Target culture.
Bureaucracy and paperwork.
Poor quality environment.
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Rewards and Recognition motivate staff.
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Schuster Model of Total Reward
Individual Growth
Compelling Future
•CPD
•Performance management
•Career enhancement
•Visions and values
•Image and reputation
•Growth and success
Employee
Motivation
•Base pay
•Pay progression
•Bonuses
•Benefits
•People focus
•Leadership style
•Leadership role models
•Trust and involvement
•Open communication
•Enabling environment
Total Pay
Positive Workplace
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Challenging Underperformance
The hardest part?
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‘The backbone of performance
management is the ability to have good
one to one conversations.’
Example:The Professor – Arsene Wenger
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The Challenging Conversations
‘When you confront a problem you begin to solve it.’
Rudi Giuliani, Mayor of New York.

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
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,’
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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.’
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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
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