Leadership Training

Effective leaders increase leverage

• Give staff more skills, knowledge or time
• Influence their behaviour
• Affect a lot of people at once

Gather information

Information gathering

• Talk to people
• Check-in on subordinates regularly
• Ask about performance indicators, potential problems, organisational issues

Management by walkabout

Add value or add joy

Add value

• Check in - ask about the person
• Engage and await responses
• Information gather, e.g. "what's the biggest problem you have at work? What's going well?"
• Offer a solution, resources, suggestions
• Move on

Add joy

• Create a sense of self-worth
• Provide the resources
• Give credit to your team for good work
• Catch the team doing well

Plan effectively

Plan effectively

• What do we need now?
• What might we need in 6 or 12 months?
• Write it down
• Step by step - use milestones
• Assign tasks to individuals
• Let them know and explain how

Plan effectively

• What do we need now?
• What might we need in 6 or 12 months?
• Write it down
• Step by step - use milestones
• Assign tasks to individuals
• Let them know and explain how

Fix problems early

Task relevant maturity

• Low: strucured, telling, when, how
• Medium: two way discussion, support, problem solving
• High: minimal involvement, broader objectives, monitoring

To manage

• Level
• Listen
• Leave yourself out

Find the stars

Look at your weekly calendar

3 most important objectives

Limiting factors

High leverage actions

What is the TLM of your team?

3 key objectives

Red thread activities

Time

Learn the plays

• The inbox zero play (Action, waiting, read)
• The G Tasks play
• The getting things done play (Next action, projects, calendar)

The Gallup Questions

• Do you know what is expected of you at work?
• Do you have the materials and equipment you need to do your work right?
• At work, do you have the opportunity to do what you do best every day? *(Red thread work)
• In the past 7 days, have you received recognition or praise for doing good work?
• Does your supervisor seem to care about you as a person?
• Is there someone at work who cares about your development?

The Gallup Questions

• At work, do your opinions count?
• Does the mission of the school make you feel the job is worthwhile?
• Are your fellow employees committed to doing quality work?
• Do you have a best friend at work?
• In the last 6 months, has some asked about your progress?
• In the last year, have you had the chance to learn and grow?

High leverage actions

Sweep the sheds- never be too big to do the small things that need to be done
No dickheads - no big egos
Expectations - embrace expectations, aim for the highest cloud
Know yourself – keep it real, be a person who can be taken at their word

Good leaders develop effective team cultures

You are the biggest influence on a member of staff staying

The legacy that is created is down to us

The stories that we tell are key to our success

A good manager beats a good school

It is your job to discover your team members hidden talents

Leaders make it their business to develop the individuals in their teams

Why does most training fail?

Silent killers of change

• Unclear direction on strategy or values
• Lack of teamwork at the top
• Too hands off or too directional leadership
• Lack of coordinated approach
• Lack of time given to talent identification
• Fear of telling truth to power

6 fixes

• Define values, set direction, decide what
• Redesign roles and systems to delvier
• Coach people day to day
• Train staff
• Gather info using metrics for feedback
• Put systems in place to organsie people

Influence staff behaviour

Give staff more skills

Give staff more knowledge

Give staff more time

Affect lots of people at the same time