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Getting attention for all the right reasons.

Getting attention for all the right reasons. Ric Day Intensive Interaction Down Under 3 Melbourne, March 2014 E: rday3@eq.edu.au t: @ ric_day. Easy (that’s sarcasm just to be clear). Managing the change process Influencing others to invest in II

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Getting attention for all the right reasons.

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  1. Getting attention for all the right reasons. Ric Day Intensive Interaction Down Under 3 Melbourne, March 2014 E: rday3@eq.edu.au t: @ric_day

  2. Easy (that’s sarcasm just to be clear) • Managing the change process • Influencing others to invest in II • Embedding it with organisations values and strategic direction

  3. 2 down and the bases are loaded! School 1 – Some change to a lot of classes School 2 – Significant change to a small number of classes School 3 – Deeply embedded as part of whole school culture

  4. How far up the mountain are you?

  5. My Ass-umptions! • Moving II forward is about leadership and change management • Anyone can lead – but its hard • Data, evidence and research – don’t (alone) lead to change

  6. Mount Ommaney Staff Meeting

  7. My Ass-umptions! • Moving II forward is about leadership and change management • Anyone can lead – but its hard • Data, evidence and research – don’t (alone) lead to change

  8. So what do I have against research and data?Absolutely nothing. Why do you think your findings always take so long to be taken seriously? The trouble is that I've always had a very small set-up, with only just enough money to employ people to do the research. I've never had a department that's out selling the message to other people. So it's been a bit slower than usual. - Dr Stewart (1999, aged 93)

  9. The box is empty …… and I didn’t throw it away

  10. Let’s look at II through a leadership lense or lenses. State Schools Division (Qld) Education Queensland Michael Fullan Kouzes and Posner

  11. Education Queensland Leadership Matters • Educational Leadership • Personal Leadership • Relational Leadership • Intellectual Leadership • Organisational Leadership

  12. Leadership Matters Educational Leadership Know your stuff Personal Leadership Courage – Integrity – Positivity – Optimism Relational Leadership It’s about the other people on the mountain Intellectual Leadership Think broadly about PD – own it! Organisational Leadership Groupings - Resources

  13. Fullan • Love your employees • Connect Peers with Purpose • Capacity Building Prevails • Learning is the Work • Transparency Rules • Systems Learn

  14. The Six Secrets of Change Love your employees Acknowledge – Spread the love Connect Peers with Purpose Teams Capacity Building Prevails Critical Mass Learning is the Work Feedback and Reflection Transparency Rules Data – Visibility – Be explicit Systems Learn Processes V Culture

  15. Kouzes and Posner • Model the way • Inspire a shared vision • Challenge the process • Enable others to act • Encourage the heart

  16. The Leadership Challenge Model the way Be overt – Talk the walk Inspire a shared vision Inspired – Shared – Vision (in equal parts) Challenge the process No excuses in the curriculum Enable others to act Give permission – Don't wait for permission Encourage the heart Thinking won’t move your mountain

  17. Buster sat on my lap, hugged me and turned my face towards his to look into my eyes for the first time this morning, just to be together, not because he wanted something. WOW! … Please tell me this new Buster is here to stay, I am scared to believe he is, it would just be so hard to go back to the way he was. – Buster’s mum

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