Transitioning to the Role of Middle Manager

1. Transitioning to the Role of Middle Manager Dr. Janis Cover & Dr. Taneisha Ingleton

2. Objectives of the Session

3. ICE-BREAKER Activity: The Numbers Game

4. You are a Middle Manager…Now what?

5. Middle Leadership Matters If you were to write an advert for your own job, what adjectives would you choose?

6. Leading from the Middle: The Balancing Act

7. Middle Leadership: Is it what it appears to be? • The Visible Surface – Stated goals, written objectives, policies and procedures, job descriptions, systems and processes. • The Hidden Depths – Individual Needs, Desires, Feelings • Power and Influence Patterns • Competitions and Alliances • Feelings of Trust and Confidence

8. Function vs. Purpose • Function is what the job description denotes. It is standardized and prescriptive. • Purpose is the philosophical underpinning of why you exist in the organization….your reason for being. It goes beyond the job description.

9. What do we know about effective Middle Leadership in Schools? They are: • central to school improvement; • positive, optimistic and passionate; • have a sense of direction, purpose - lead change; • have high aspirations for the school; • focus on students’ progress;

10. Leithwood, et al (2006) • Develop Non-Supervisory staff; • Provide Intellectual Stimulation; • Aid in redesigning the organization; • Manage the instructional programme; and • Model, monitor and dialogue.

11. Shifts in Thinking

12. Shifts in Leadership Thinking

13. Supervision vs. “Snooper”vision

14. Shifts in Leadership Thinking • From working in isolation to working collaboratively • From focusing on activities to focusing on results • From fixed time to flexible time • From average learning to individual learning • From punitive to positive • From recognizing the elite to creating opportunity for many winners

15. Creating the Environment for Effective Teaching and Learning • Leadership initiative • Collegiality • Communication • Decision-making • Trust • Expectations • Ideology • Celebration • Support • Experimentation • Learning

16. The environment that breeds failure • Low expectations • Little communication among stakeholders • No ownership of results • Low morale • Distrust • Blame • Deficit narratives

17. Awareness Test https://www.youtube.com/watch?v=Ahg6qcgoay4

18. Knowing where people are

19. Understanding Control and Power • How is power communicated? • Power is negative when it is used to control and dominate. • Power is positive when it is used to leverage strengths, build capacity.

20. Demonstration of Power • Physical • Psychological

21. Psychological Physical Space Invasion Making someone stand or sit Banging doors Screaming Isolating Interrupting Sulking Ignoring Withdrawal Sarcastic Humor “Attitude” Negative criticism

22. The New Breed of Middle Leaders

23. INSPIRE TRUST • THEY WANT TO TRUST YOU …AND TO BE TRUSTED! • Trust is a function of three things: • Character – which includes integrity, motive, and intent • Competence – which includes capabilities, skills, results, and track record • Communication – clear, consistent dialogue

24. Capacity Building Delegating vs. Dumping

25. Support Leadership • Protect the confidentiality of the decision making process. • Positively represent the leadership. • Shift the narrative from the leadership to the situation

26. Lessons from the Geese