We began our Leading Responsibly module in the Docklands today ( Aug 10 ).
I have really enjoyed learning about risk management , policy and strategy.
My notes are below.
Leading Responsibly 10 August
Governance teams must have absolute clarity about their purpose. If there is diversity around the understanding of the purpose this is a problem that needs resolving.
The school council have been appointed to steer the direction of the school and represent the key stakeholders.
You can't engage in developing strategy without clear understanding of purpose.
Three arms necessary for the governance of the school that sustain the reputation and mandate of the school.
All three are critical and essential for effective leadership of the school
Purpose
Strategic plan and core business of the school.
Performance or our model of success:
How do we know we are delivering on our core business.
The things we need to see to know this are measures, ie school level report.
Performance is delivering on our chosen objectives. It is something we have chosen.
Conformance is meeting our system required obligations.
Sometimes you need to reject come of your conformance obligations to meet your chosen objectives.
Must strike the right balance between conformance and performance.
This below should be in a quadrant table..............
Conformance. Performance
External view External accountability. Strategic direction
Internal view Risk supervision. Policy
Relationships:
The core to how people work together.
If 1 is missing eventually you will begin to develop cracks and not achieve the mandate required of a school.
With effective relationships but lacking in performance, the council will eventually declare that although we like you, you are not performing.
Accountability drives good decision making
What is good decision making
- Evidence based
- Consultative ( needs to optimize peoples sense of ownership )
- understand and debate the assumptions behind the decision
- connected to purpose ( strategic intent )
- have an understanding of the problem we are trying to solve
- able to be understood
- timely
- understanding of the risks associated with the decision
What are the consequences of acting in a particular way or of not acting at all.
How do we drive school improvement through governance?
Invest your energy into the staff who are willing to work with you and celebrate their success. Don't take the defect mentality and lock horns with those who won't shift.
To enhance teacher effectiveness and support improvement to the instructional core I can:
Develop college wide expectations of performance
Peer mentoring program
Learning walks
Peer observations
Identify good practice
Peer conversations
Collect feedback about performance
Develop accountability mechanisms to target improvement strategies
Connect the individual responsibility with the college wide expectations and accountability mechanisms.
The non negotiable is aligning individual responsibility and accountability.
This should all be underpinned by the purpose. It all needs to be cohesive and hang together well. None of the elements can be weak.
What are the formal accountability measures in place that drive school improvement
PRP process
PoLT surveys
SPA data
Review of surveys
Focus on data in surveys
Meeting protocols- Minutes/ agendas etc
What are the informal accountability measures that drive school improvement
informal feedback from peers can be very powerful. As leaders if we can harness them it can be very powerful.
This can be coached through staff meetings. Recognition of good practice can also do this.
Leaders who stay connected to the classroom symbolically lead these- ie walk throughs.
What are some polices and behaviors to activate accountability
These are the things that bind it all in place
Staff handbook
Visions and value statements
Policies around core business of learning and engagement
Thinking strategically........
Where we start will very often determine where we end up. If we start in the wrong place..........
Strategy is about shaping the external world to our advantage. The external environment is the threats and the opportunities.
We need to plan to maximize opportunities and eliminate threats. If you see threats in your external environment and don't respond to them, you will end up being consumed by your threats.
Understand the organization and it's strengths and weaknesses and plan to improve strengths and reduce weaknesses.
Understand your own SELF, your beliefs and emotions/ values.
What are the key observations I have made about leading responsibly?
I need the complete picture, the evidence to support the decision, or the assumptions we have been making are explicitly explored and debated.
A complimentary and diverse team is needed to balance out each others strengths and weaknesses. Innovation is often fostered amongst difference between colleagues.
Ensure that the key stakeholders understand the policies and legal environment linked to the decisions we are making.
Ensure there are protocols for meetings
Clarify the purpose of the meeting and the decision to be made.
Clarify the risks around making the decision.
Why does good governance really matter
On council, a well skilled group of people who understand their obligations and role as risk manager and strategy monitor.
Make sure they know their roles.
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Sets a focus on the long term success of the school
Look at the risks you oversee and identify if the right policies, processes and staff are in place to minimize those risks.
Performance is analyzed and risks are minimized. Areas of strength and areas of weakness are constantly scrutinized.
Finances are audited and if things get off track, can easily be reviewed and actioned.
Ensures compliance and policy structures are in place. There is clarity about how things operate and that public accountability for compliance is in good shape. Are we compliant with legislation that effects us?
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