In my opinion, ‘Fierce Leadership’ was less applicable to an educational setting than ‘Fierce Conversations’ and towards the end I found myself scanning pages rather than reading them. Where I did find valuable content, I would hone in and back track if required and quite often it was.
The organisational structures reviewed in ‘Fierce Leadership’ quite often overshadowed the majority of school environments. Multi-nationals goliaths and global companies offered few comparable examples. Yet this mismatch offered a few interesting lines of enquiry as to why school do not apply similar, yet scaled practices? The second irk or envy was the way in which successful corporations developed their leader potential, in particular their use of one to one conversations.
In both education establishments I have worked as a middle manager, line management meetings have typically been wholly focused on protocol. (At Hamble College, our agenda sub-headings are proscribed for both line management and departmental meetings). Whilst I acknowledge that this is essential that organisational objectives are addressed I am envious of the time dedicated to developing personal relations and personal effectiveness, to identifying and meeting the needs of the team and releasing discretionary effort from within the team or organisation.
I am not in a position to revolutionise the system but I can work within it. Consequently I have set time aside to discuss my working relationship with Hods, and the relatioships of Curriculum HoDs with their team members. To create the time required we have;
- co-created, open and shared agendas via OneNote.Staff can view, review and add to agenda points and minutes with tasks that can be set and attributed to staff with dates attached.
- the agenda is permanently and in some cases agenda points can be concluded before the meetings starts.
- rationalised meeting time and attached time frames to agenda point
- shared calendars to promote collaboration
Furthermore, HoDs and I also share an open agenda, with meeting minutes available to the department. Much like the example above, our agenda items are often part completed by the time we meet physically. We are therefore able to focus on time on our HoDs professional aspirations, dilemmas or that of his team. IMHO, giving the HoD and the team open access promotes inclusion, staff voice and signifies .
I believe that dedication to this aspect of leadership is justified considering
‘All studies and all locations and all ages agree a direct relationship with one’s manager is the strongest driver of employee engagement.’
Balance
When you meet, just ask the first question and shut up and you’ll probably have a pretty interesting conversation. It’s not that you are forbidden to say anything. Just don’t start GIVING ADVICE. Give yourself a secret rule: QUESTIONS ONLY. For a very long time.
If you think this is too simple to be powerful, try it. I dare you. But you have to follow the model. No advice. Just questions. Just you entering the conversation with empty hands. No advice, nothing but yourself and your pure attention and CURIOSITY. Be willing to be surprised. Leave your expert hat in the hall. And your ego, if possible.
This is a personal leadership focus for me. I aim determined to develop my coaching repertoires and improve my listening capabilities. Just recording it here and reminding myself regularly to listen to more closely colleagues is important. Incidentally, I know I am a better classroom practitioner for listening more closely to my students.
Finally, Questions for One-to-One Conversations. I have not been able to explore these questions yet as I have not been in post sufficiently long enough. Maybe ‘Questions for One-to-One Conversations’ should form a focus of Part 3? Susan Scott provides these seven questions, none of which I would have used to start a meeting, so that will undoubtedly lead to a change in my leadership.
1. What has become clear since we last met?
2. What is the area that, if you made improvements, would give you the greatest return for your investment?
3. What’s the most important decision you’re facing? What’s keeping you from making it?
4. What topic are you hoping I will bring up?
5. What area under your supervision are you most satisfied with? Least satisfied with?
6. What conversations are you avoiding right now?
7. If you were hired to consult with your organization, what you advise?
Recruitment
The final area of interest that stood out was recruitment and this seemed timely, given ourschool was holding headteacher interviews. Scott’s suggestion was to employ a range of behavioural questions to reveal the character of the candidate rather than merely providing the opportunity to apply rehearsed answers. Questions such as;
Tell us about a time and a colleague give you advice.
Tell us about the toughest conversation you ever had at work, how it was initiated and on what topic.
- Tell us about time and you failed.
- Describe a relationship you have with a colleague or customer that it important to you.
- Its a simple enough idea, maybe that is why I like it.
I am not saying that ‘Fierce Leadership’ didn’t have its hidden gems, it does and a few of them I have provided for you below, however ‘Fierce Conversations’ is definitely first past the post.
If you value openness, transparency and trust why send in good old underpaid overworked anonymous?
Praise is as important as criticism, actually more important.
For many leaders their goal is to influence. It does not occur to them that an equally valid goal would be, to be influenced, to have their own learning provoked.
Nothing new emerges because an individual is focused on being right, rather than making the best possible decisions for the organisation.
To be accountable use the analogy in general who takes better care of their homes, those who rent their homes of those you own them. I want you to own the situation not rent it.
If you value openness transparency trust suspect why send in good old underpaid overworked anonymous?
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