atl. the education union the education union

ATL. The Education Union www.new2teaching.org.uk

The Education Union


Leadership

Why should anyone be led by you?

Analyse your personality and your strengths. Identify them and believe in them.


Leadership

Inspirational leaders share four unexpected qualities:

1. They selectively show their weaknesses.

2. They rely heavily on intuition to gauge the appropriate timing and course of their actions

3. They manage employees with tough empathy

4. They reveal their differences

(Robert Goffee and Gareth Jones, Harvard Business Review)


Leadership

Management is about coping with complexity…. Leadership, by contrast, is about coping with change

John K Potter, What Leaders really do, Harvard)


Policy

….what unions need to do is to inspire the unorganised with confidence that the world of work can and should be better, that an accelerating pace of change may be unavoidable as markets integrate and competition intensifies but that workers can still influence the process. Unions need to establish themselves as institutions that can help people navigate the shoals of a more challenging world of work

(Raising Lazarus, The Future of Organised Labour – David Coates – The Fabian Society)


Policy

ATL has to tell members an aspirational story. They do not want endlessly to be in opposition. We have to tell them that they can join in and get on.

(Mary Bousted)


Organising & Recruitment

Times of change test us. And this is emphatically a time of great change. The structure of developed economies is unrecognisable even from my childhood. Employment has declined rapidly in the heartlands of the movement, in manufacturing, mining, utilities and the public sector. Fading industries are heavily unionised. Emerging industries are not.

The fortunes of the trade union movement have tracked this change, rather than bucked it. Membership plummeted from almost half the workforce in 1980, after steady growth from 1950, to a third in 2000.

(Tony Blair – speech to Unions 21)



In 1979 the TUC had more than 12 million members. It now has 6.4 million

In 1979 union density stood at 49% and collective agreements covered pay and conditions of about 75% of the workforce: The comparable figures now are 28.8% and 35% (and these are largely sustained by the public sector which has 58.8% density; 71.6% coverage than the private sector which has 17.2% density; 20.5% coverage).



The renewed emphasis on union organising in the UK and the USA for example has been extensively discussed….but significant internal restructuring to free up organising resources has to date been observed in only a minority of unions.

(Labour Movement Revitalization? A Comparative Perspective. Professor John Kelly, Birkbeck

College, London)


Organising for what? David Coates, Raising Lazarus

The key questions for Labour and the unions to answer are: what constitutes ‘good work’; how can we get more of it in the UK?; and what role do unions play in creating sustainable, high quality jobs? (David Coates, Raising Lazarus)


• Maintained sector – From 5967 to 7901, a

rise of 32%

• Independent sector – From 1305 to 1285, a

fall of 1%

• FE/HE sector – From 479 to 657, a

rise of 37%

0

1000

2000

3000

4000

5000

6000

7000

8000

9000

2002-03 2003-4 2004-05 2005-06

Independent FE/HE Maintained

Joiners by sector 2005-06 v 2004-05


Joiners v LeaversLast four school years

0

2000

4000

6000

8000

10000

12000

Joiners

Leavers

Joiners 7085 6159 7751 9843

Leavers 8285 8578 8439 9827

2002-03 2003-4 2004-05 2005-06


Year on Year MembershipOctober 2002 to October 2006

Total Working Members

109000

110000

111000

112000

113000

114000

115000

116000

2002 2003 2004 2005 Adjusted2006


Student – NQ1 Conversion

Member Potential ConvertedConversion Rate Converted+

Conversion+ Rate

02-03 Students converting to 03-04 NQ1s 13208 1971 15% 3101 23%03-04 Students converting to 04-05 NQ1s 18629 3155 17% 4120 22%04-05 Students converting to 05-06 NQ1s 21474 4127 19% 5130 24%

05-06 Students 21558 4143 19% 5150 24%

itals=>estimate based on last years conversion rates

1320

8

1862

9

2147

4

2155

83155 4127 4143

3101

1971

4120

5130

5150

0

5000

10000

15000

20000

25000

02-03 Studentsconverting to 03-

04 NQ1s


05 NQ1s


06 NQ1s

05-06 Students

Member Potential Converted Converted+

STUDENT MEMBERSHIP IS

MOST IMPORTANT FACTOR

IN STUDENT-NQ1

CONVERSION


On Being a Woman

• Trade unions are one of the last bastions of chauvinism

• Women trade union leaders ‘play’ this in different ways

• There is no one right answer but

• Women will not succeed if they merely copy the worst behaviour of the men – A quality of effective leaders is that they capitalise on what’s unique about themselves. Using these differences to great advantage is the most important leadership qualifications.


On Being a Woman

• SO, WHAT, AS WOMEN, CAN WE DO DIFFERENTLY?

• WHAT EXPERIENCES CAN WE BRING TO SUSTAIN AND DEVELOP OUR LEADERSHIP?

• WHAT QUALITIES DO WE WANT TO DISPLAY AS LEADERS?

• WHAT EFFECT DO WE WANT TO HAVE ON THOSE WE LEAD?

atl. the education union the education union

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