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Leadership Mindset

Leadership Mindset. Sue Egersdorff Director Early Years March 2012. The Big Picture. Key drivers – autonomy, collaboration, freedom, diversity, self improvement, accountability The challenges – building capacity, confidence, trust, climate of austerity The goal – balance

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Leadership Mindset

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  1. Leadership Mindset Sue Egersdorff Director Early Years March 2012

  2. The Big Picture • Key drivers – autonomy, collaboration, freedom, diversity, self improvement, accountability • The challenges – building capacity, confidence, trust, climate of austerity • The goal – balance • - autonomy but not isolation • - diversity no barrier to collaboration • - accountability not tight regulation

  3. Ongoing Leadership Challenges • Reducing variability • Narrowing thegap – increasing life chances • Enhancing sustainability

  4. What matters most? • Ambition • Focus • Clarity • Urgency • Irreversibility

  5. Professional continuum • Starting points Continuing professional Leadership System • development development development

  6. Setting to setting support • Comes in many forms • Differentiated and contextual support • Driving quality improvement – a continuum • Evidence and research • Funding and focus

  7. Co-ordinated action • Moving away from service silos • Increasing democratic accountability • Increasing engagement with parents, carers and families • Seeing all leaders actively seeking more and new ways to work together – fostering “mutuality”

  8. Likelihood of Delivery “Deliverology” • Exercising judgement: • Degree of challenge • Quality of planning, implementation and performance management • Capacity to drive progress • Stage of delivery • Key to delivery = “Gentle pressure relentlessly applied”

  9. Working in partnership “In this new wave of technology, you can't do it all yourself, you have to form alliances.” Carlos Slim Helu • Who are your partners? • Reciprocity? • Time for trust? • Adaptive and flexible? • New models and partnerships?

  10. Role of Teaching Schools • As well as offering training and support for their alliance themselves, • Teaching Schools will identify and co-ordinate expertise from their alliance, • using the best leaders and teachers to: • 1 play a greater role in training new entrants to the profession • 2 lead peer-to-peer learning • 3 spot and nurture leadership potential • 4 provide support for other schools • 5 designate and broker Specialist Leaders • of Education (SLEs) • 6 engage in research and development

  11. The End Game • Grinding out increments is a noble cause ….. But where progress is slow, it’s even more important for people to understand the strategy. • Michael Barber • 2007

  12. Call to action? • Infuse, augment traditional offerings with new ideas • Combine aspects and attributes that work • Counteract negatives and reaffirm shared values

  13. Talking reality Struggling to cope Opposed Get it! Motoring!

  14. Adopt a growth mind set • Jim : When did you start? • LL: At 2:5 years • Jim: How many hours a day did you practise? • LL: For the first 15years, 8 hours a day • Jim: And now? • LL: 3 hours a day • Jim: Everyday? • LL: Yes Lang Lang World Concert Pianist

  15. .. and authentic leaders know they are unfinished and that leadership is a lifetime’s practice

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