Developing and Sustaining Highly Effective Organisations

Realising HR Potential

Bill Davies

Organisation Development and Leadership Consultant

© Bill Davies – Leaders in Education Ltd

Educational Terminology Pop Quiz Q. Which Client Group does your service provide for ?

DoOps PDB&W

ESFA PP

EYrs PR / SEC / SP / Post 16 / Ind

GB RSC

HoD / HoY SAT

HT / DHT / EHT SEND

LA SIP / SDP

LGB / LGC SBM

L&M S2SS

MAT TSA

Ofsted

Where are your people?

Bill Davies Leaders in Growth

The Educational Landscape 2018

1. No. Schools overall in England is 24,316. 8177 of these are Academies (36%)

2. No. Pupils in Education is 8,735,100. There are 66,000 more pupils since January 2017

3. No. Primary Schools is 16,766 (4,592 [27%] are Academies – Converter & Sponsored)

4. No. Secondary Schools is 3,436 (2,473 [72%] are Academies – Converter & Sponsored)

5. No. Special Schools is 984 (286 [29%] are Academies – Converter & Sponsored)

6. No. Independent Schools is 2,320 (9.5% sector)

7. School Size : 9.5% Schools have 800 - 900 pupils. 66.2% Schools have 50 - 1400 pupils

8. School Size : 49.6% Primary Schools have between 100 - 300 pupils

9. FSM (Free School Meals/PP) 13.6% of all pupils (1,110,127) are entitled to FSM

The Professional “Condition” of Schools OfSTED - Judgements

Grade 1 : Outstanding

Sustain (Innovation Mode)

Grade 2 : Good

Improve (Development Mode)

Grade 3 : Requires Improvement

Repair (Operational Mode)

Grade 4 : Inadequate / Special Measures

Stabilise (Crisis Mode)

Question: What are the real HR implications resulting from the professional condition of the school(s) you work with?

Professional dilemmas for the system

Its about selling our collective and individual goals

vs

Its about transforming children’s lives and making a difference to their life chances

vs.

Its about getting above average pupil performance results (outcomes & progress measures) when measured/compared nationally

Teaching to the Test? “Weighing The Pig vs Fattening The Pig”

Question: What impact does this dilemma have on HR management in educational settings ?

The Collaborative System

1. No. Academies that are in SATs is 1,686 (59.6% of all Academies).

2. No. Academies that are in MATs of varying size is 6,491 (44% of all Academies) 1. MAT sustainable viability is 3,000 pupils (min.)

2. No. Academies that are in SATs is 1,686 (59.6% of all Academies)

3. No. Academies that are in MATs of varying size is 6,491 (44% of all Academies)

4. 20 of the largest Academy Trust Chains have more than 300 schools between them.

• 7 MATs have more than 41 Schools : • 841 MATS have 11-20 Schools • 219 MATs have 6-10 schools • 491 MATs have just 3 - 5 Schools (Context is school size/pupil numbers)

5. The largest MAT is Academies Enterprise Trust (AET) which has 77 schools

Leadership Thinking 1. From ‘I’ to ‘We’.

2. From controlling people to aligning the community.

3. From complexity to simplicity. Leaders simplifying to secure confidence and trust.

4. From who is right to what is right. In one sense leadership isn’t personal at all. The issue is the issue. It doesn’t matter who comes up with solutions.

5. From talking ‘at’ to talking ‘with’ - Engagement requires ‘with’ -the more you talk ‘at’ the more you lose ‘with’.

6. From right and wrong to better and best. Complex issues have more than one answer. Usually, there is no ‘right’ solution.

7. From symptoms to causes. The reason you’re always putting out fires is you haven’t addressed the root issue.

8. From feeling confused to pursuing clarity. Most people don’t have the discipline or endurance to bear the frustration of pursuing clarity. They just want to get something done.

Bonus: From telling to coaching.

Educationalists and Others Speaking the Same Language

1. Understanding / Winning Hearts & Minds

2. Negotiating the ‘academic elitism’

3. Working strategically successfully across professional disciplines

4. Interpreting the landscape to make informed service decisions

5. Enabling creative and innovative solutions

6. Understanding the dynamic between organisational culture and service delivery (ways of thinking

and working)

Question: Which of these do you think are the most important factors in achieving professional success in settings you work in?

Organisational Success

“The most influential factors in determining the success of an organisation is ……..

The respect for and relationship with leaders”

Bill Gates 2016

Question:

What factors are key to securing this?

So………

What are leaders in your setting doing to secure and sustain effective leadership relationships?

Where are your people?

Bill Davies Leaders in Growth

Team Agility

Leadership Priorities :

Collaboration

Consistency

Change

Culture

Culture – “the way we do things around here!”

high-performance

collegial

understood

outcomes orientated

motivated

creative

interdependent

collaborative

invitational

trusting

strategic

formal

supportive

divided

status-conscious

emotionally-literate

outward-looking

trusting

determined

focused

organised

innovative

quality focused

intelligent

challenging

aligned

confident

constructive

proud

bold

Cultural Context

Control

Autonomy

Agile Collaboration

The Significance of Social Capital in School Contexts

• Shared values and norms

• A strong sense of interdependence

• Open communication

• A sense of place, shared identity

• High trust

• Shared rites and rituals

Systematically ….talking together, evaluating together, planning and working together – a simple key. •Developing a shared language

•High visibility of leaders and accessibility to them

•Networking and bridging

•Constant dialogue

•Modelling appropriate behaviours

•Challenging inconsistency

The identity of my organisations : •One aligned community

•A shared sense of direction

•One organisation different teams

•A shared focus on success •An agreed golden thread which runs through the entire

organisation

Understanding the difference between Management and Leadership

• An inspiring manager… • Moves us to work harder

• An inspiring leader… • Moves us to change direction

“If you really want to inspire or motivate go for the heart first and then the mind” Question: Is there complete understanding of the difference between management and leadership?

Optimising Leadership Impact and Organisational Capacity

Clarity > simple Coherence > unified Consistency > reliable Confidence > trusted Commitment > obliged Consensus > united © Bill Davies – Leaders in Education Ltd

Investing for success

Mission

Vision

Principles

Strategic Objectives

Team and Individual Objectives

Stra

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Pla

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Support and Challenge

23

The Leadership Iceberg

•Barriers - processes and systems

•Blockers – People

•Enablers

• Barriers – culture, processes systems

• Blockers – People • Enablers

Mission statement

• The sole purpose mission statement is to serve as a strategic goal or agenda.

• Does the mission statements will make it clear what we want to achieve as an organisation to our:

People Stakeholders Community Society

Please write down your organisations mission statement.

Is this known, understood and used?

•The principles will remain the same irrespective of changes in our goals, strategies, type of work or senior leaders and managers •They will secure a positive organisational culture

•Behaviours •Attitudes •Beliefs

Guiding Principles

SWOT analysis of strategy

Given what we know …

•Strengths

•Weaknesses

•Opportunities •Threats

• Key Opportunities

• Key Issues

Principles:

• Relationships • Trust, support, honesty, responsive, shared, positive,

• Respect • Value, difference, courtesy, thoughtful, fair, listen,

• Trust • Clarity, opportunity, authority, expertise, empower, constructive

• Challenge • Ourselves,, inspire, improve, learn, expectations, support

• Reputation • Positive, ownership, responsibility, protect, focus, challenge

• Deliver • Flexible, agile, responsive, expectations, quality, standards

Strategic planning is a journey, not a project.

Plans require on-going adjustment

Facts:

Executive teams fail to approach strategic planning from a system-design perspective.

A major cause of this is that leaders see the task from their own operational -management view, e.g. finance, HR, operations.

Consequently, they think “action” when they mean to think “strategy.”

Taking a stakeholder approach to strategic planning induces leaders to raise their thinking to the whole organisation level.

Question:

What are your organisations strategic priorities?

Understanding Strategy

Are educational communities using strategic thinking and planning Frameworks..?

The GRRR Model Goals - Roles - Responsibilities - Relationships

The SRIS Model 1. Stabilise 2. Repair 3. Improve 4. Sustain

3Is Frame Intent - Implementation - Impact

A strategic model for success!

A plan of action designed to achieve a long-term or overall aim and drives the operation of the business

Steps to developing strategy:

• Mission statement

• Vision related to internal strategic planning and explain where a company aims to be in the future.

• Core principles

• SWOT analysis (inc. context analysis, competitor analysis)

• Long term strategic goals – key objectives whole school and team

• Management agenda – short achievable action plans informed by strategic plan

• Clarifying accountability and responsibility

Operational priorities

The processes or actions needed to achieve the mission and vision for your organisation.

•How will we enable effective accountability and responsibility across the business?

•Who, when and how?

Are people viewed as our greatest asset ?

• Establishing motivation

•Attitudes

• Skills and development

• Engaged and committed

•Advocate, Passive, Detractor ?

Securing Performance

What do highly effective and successful organisations, businesses and institutions have in common?

Performance Appraisal Management

Reviewing past performance Planning future performance

Acknowledging performance and success

Sharing of expectations

Defining expectations

Measurement

Improving working relationships

Establishing positive performance management culture

What are the reasons for underperformance?

The Expected Level of Performance

Setting Performance Expectations Clarity, Consistency, Confidence Coherence

How can managers secure effective professional relationships ?

• Collective professional identity

• Alignment of values

• Employee engagement

• Encourage collaboration

• Secure discretionary effort

• Maintain Psychological contract

• Communication regularly and clearly

• Maintain team and organisational morale

• Sustain harmony

Terminology Pop Quiz Q. Which Client Group does your service provide for ?

DoOps Director of Operations PDB&W Personal Development, Behaviour &

Wellbeing

ESFA Education & Skills Funding Agency PP Pupil Premium

EYrs Early Years (0-5) PR / SEC / SP / Post 16 / Ind

Primary / Secondary / Special /

Independent

GB Governing Body RSC Regional Schools Commissioner

HoD / HoY Head of Department / Head of Year SAT Single Academy Trust

HT / DHT / EHT

Headteacher / Deputy Headteacher / Executive

Headteacher SEND Special Educational Needs

inc. Disabilities

LA Local Authority SIP / SDP School Improvement Plan / School

Development Plan

LGB / LGC Local Governing Body/ Committee SBM School Business Manager

L&M Leadership & Management S2SS School to School Support

MAT Multi Academy Trust TSA Teaching School Alliance

Ofsted Office for Standards in Education