Principles, Priorities & Predicaments

1. Principles, Priorities & Predicaments Presented by Mrs Catherine Dunbar

2. “The key to a leader’s impact is sincerity. Before he can inspire with emotion, he must be swayed by it himself. Before he can move their tears, his own must flow. To convince them, he must believe.”~ Winston Churchill

3. ‘My Predicaments’ • People • Paperwork • Performance • Pace of change

5. In research undertaken by McCrindle and Associates (Board Matters November 2008) there are five factors Generation Y takes into account when looking for a job. • Work/life balance • The importance of a good work culture • Variety in job role • Management style • Training

6. Some implications: • Provide a collaborative learning environment based on teams • Ensure there are valid reasons underpinning work policies and ground rules • Provide a flexible workplace • Provision of some social interaction/activities • Use work teams to allow collaborative effort • Provide responsibility and variety within the workplace • The ideal leader should: give public affirmation, remember the names and personal interests of their staff, create a work environment that is friendly and collegial. • Preferred method of training includes coaching/mentoring, in-house of outsourced training courses

7. Four Workplace TypesAmanda Horswill, The Courier Mail 20/11/08 • Volunteer • Whinger • Survivor • Prisoner

8. “A pessimist is one who makes difficulties of his opportunities and an optimist is one who makes opportunities of his difficulties.” ~ Harry Truman

9. Geoff Masters has analysed the topic of leadership and identified these responsibilities and characteristics of leaders. While most in a group may be focused on the here and now, an effective leaders is busy visualising a future. A leader requires a reliable basis for tracking progress over time. An effective leaders also must be a competent manager. Effective leaders are also passionate in the promotion of their vision for the future. Another crucial role of a leader is to build team capacity. Effective leaders create working environments in which group members enjoy mutual respect and support. The management of relationships is another key task of leadership. Wise and strategic use of available resources is a characteristic of effective leadership.

10. Paul Macklin proposes five practical rules to help leaders in education handle present and future challenges. • Leaders must be angry • Leaders must unleash passion • Leaders must be tough performance managers • Leaders must be Pollyannas • Leaders must have strength of character

11. Cultural ChangeSource: The Change Leader by Michael Fullan, Ph.D. Cultural Change leaders display palpable energy, enthusiasm, and hope. As well they are characterised by: • Moral purpose • An understanding of the change process • An ability to build and improve relationships • Knowledge creation and sharing • Coherence making

12. LEADING IN A CULTURE OF CHANGE MICHAEL FULLAN

14. Appreciative Leadership for Organisational Change~ Brigid Limerick, 1998 • Assumptions of appreciative inquiry • In every society, organisation, group or school something works • What we focus on becomes our reality • Reality is created in the moment, and there are multiple realities • The act of asking questions of an organisation or group influences the group in some way • People have more confidence and comfort to journey to the future (the unknown) when they carry forward part of the past (the known) • If we carry parts of the past forward, they should be what is best about the past • It is important to value differences • The language we use creates our reality

15. Overview of the phases of the appreciative inquiry ‘4D’ cycle

16. Phase 1: Discovery: Appreciating the best of “What is” Phase 2: Dream: Envisioning “What might be” Phase 3: Design: Dialoguing “What should be” – Co-constructing Phase 4: Destiny: Innovating “What will be”

17. My Vision • Love • Laughter • Learning • Leadership

18. 7 Habits Stephen Covey • Be Proactive • Begin with the end in mind • Put first things first • Think win/win • First understand then be understood • Synergize • Sharpen the Saw

19. ‘First Things First’Stephen Covey • 3 generations of time management • Follow the compass not the clock • Four human endowments 1. Self- awareness 2. Conscience 3. Independent Will 4. Creative Imagination • Weekly planning • To live, love, learn and leave a legacy

20. Quadrant II Ideas to Nurture the Power of Goals • Use the what/why/how format to set context goals in each of your role. • Set up a “perhaps” list under each role in your organizer.During the week, write down ideas that come to you for goals you may want to set under the appropriate role. Notice how you feel about putting these ideas on “perhaps” lists. As you plan your next week, refer to the lists for goal ideas. • As you set your weekly goals, pause and connect with conscience. Act on what you feel is most important for you to do in each role. • Think about how you’re using each of your endowments as you set and achieve goals for the week. • Identify each of your goals for the week as a “determination” or “concentration.” At the end of each week, analyse how this differentiation affected your attitude toward the goal, your progress in achieving it, and the balance in your Personal Integrity Account. • The Perspective of the Week Wide Angle View (Vision and Mission) Long-term Importance Fundamental Needs Direction Big Picture Close-up View (The Daily Perspective) Urgency Felt Needs Tasks and Activities Next Steps G A P Normal View (The Weekly Perspective) Links: Urgency with Long-term Importance Felt needs with Fundamental Needs Tasks and Activities with directions Next Steps with Big Picture Wide Angle View (Vision and Mission) Long-term Importance Fundamental Needs Direction Big Picture Close-up View (The Daily Perspective) Urgency Felt Needs Tasks and Activities Next Steps

21. Values of St Ursula’s • Faith • Tradition • Development of the Whole Person • Dignity of the Human Person • Integrity • Respect • Excellence • Justice

22. Dimensions of Learning • Attitudes & Perceptions • Acquire & Integrate Knowledge • Extend & Refine Knowledge • Use Knowledge Meaningfully • Habits of Mind

23. Habits of Minds • Listening with understanding and empathy • Persisting • Thinking flexibility • Managing impulsively • Thinking about thinking (metacognition) • Striving for accuracy • Communicating with clarity and precision • Questioning and poising problems • Gathering data through all senses • Applying past knowledge to new situations • Creating, imagining, innovating • Responding with wonderment and awe • Thinking interdependently • Taking responsible risks • Remaining open to continuous learning • Finding humour • The right thing to do is always the hard thing to do

24. Management Principles“Health Practice” By Georgina Jerums • Clarity. “The organisation needs to know where it is going. It needs a vision, good leadership and clear communication so that people know what the issues are.” • Commitment. “Making sure you are committed to, and supportive of, the people in the organisation and committed to delivering the highest quality service.” • Consistency. “Implementing strategy, processes and systems to deliver service in a consistent manner.”

25. “Don’t dwell on the future before you deliver the present.” ~ John O’Loghlen