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Keeping your school viable in challenging financial seasons Lead,Manage,Measure,Learn (L + M² = L). Dr Gavin Chapman. Lead better. LEADERSHIP Effective organisations have effective leaders who focus on the future and plan accordingly.

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keeping your school viable in challenging financial seasons lead manage measure learn l m l

Keeping your school viable in challenging financial seasonsLead,Manage,Measure,Learn(L + M² = L)

Dr Gavin Chapman

lead better
Lead better
  • LEADERSHIP
  • Effective organisations have effective leaders who focus on the future and plan accordingly.
    • Effective LEADERSHIP involves inspiration, mission, transformation, path-finding, and “doing the right things”.
lead b etter
Lead better
  • Good leaders are in a position of authority to EXECUTE the strategy and operational plans.
  • Failure to execute is equal to setting a rocket on a launch pad and forgetting to install the launch button.
  • Good plans FAIL due to poor execution.
lead better1
Lead better
  • STRATEGIC PLANNING
  • Longer term plans
  • Visionary
  • Future oriented
  • Provide broad guidelines of where the organisation is heading
lead b etter1
Lead better
  • Strategic planning directs the organisation (like a compass on a sailing ship)
  • Is underpinned by theory of competition - (how you intend engaging your competitors?)
lead better2
Lead better
  • For example following a Blue Ocean Strategy – the leader can create uncontested market space in his/her own blue ocean while the competition struggles in the red ocean.
  • The Strategic plan is supported by all other plans (itbecomes the focus of all activities)
manage better
Manage better
  • MANAGEMENT
  • “Being able to order the chaos in a structured manner”.
  • Getting the school working on a daily basis so that learners may progress through the education system and graduate into the world of work.
manage better1
Manage better
  • Effective MANAGEMENT involves designing and carrying-out plans, systems, working with people at the tactical level and “doing things right”.
  • These “things” include Policies, procedures, Quality, HR, Finance, Parents and Student management.
manage better2
Manage better
  • OPERATIONAL PLANNING
  • Following the STRATEGIC PLAN, the manager has to develop an Ops. Plan, indicating what must be done, by whom, when, where and how.
  • Good Managers are EXECUTIONERS.
manage better3
Manage better
  • How to achieve operational excellence?
  • Benchmarking: identifying, studying and implementing outstanding practices – it is outward looking and compares own practices with best practices.
  • Best practices: operational activities that contribute to successful business.
manage better4
Manage better

Participate in benchmarking to identify best practice for performing an activity

Move closer to operating excellence in performing the activity

Adapt the best practice to fit the company’s situation; then implement it

Participate in benchmarking to identify best practice for performing an activity

measure b etter
Measure better
  • MEASUREMENT OF ACTIVITIES:
  • Strategic plan indicates the broad activities to be completed in order to achieve the strategy and also to be competitive.
  • Operational plan provides more detail of how these broad activities will be undertaken, the timeframe, & measurements to check progress.
measure b etter1
Measure better
  • Measurement of what has been achieved (objective or goals) against the pre-set timeframes is an essential activity for the EXECUTIONER to constantly monitor.
  • Managers must develop ways to measure what the organisation achieves
measure b etter2
Measure better
  • In the book “The 4 Disciplines of Execution” one can read about the WHIRLWIND and setting WILDLY IMPORTANT GOALS.
  • What has Whirlwinds and WIG’s got to do with your school?
slide17

The goals and activities that keep the organization at its current level of performance

Wildly Important Goal:

New Goal to move the organization forward

learn b etter
Learn better
  • A leader or manager who refuses to learn more, blocks progress and can ‘sink the ship’.
  • Learn from your staff and students (internal environment) and from parents and suppliers (external environment).
learn better
Learn better
  • Leaders may wish to consider changing from a Traditional Organisation into a Learning Organisation.
  • TRADITIONAL ORGANISATION
  • Based on a rational model that emphasises a command and control structure
  • Centralised decision-making
  • Highly formal systems
  • Specialised tasks
  • ‘Competitive strategy’ and Rigid closed culture
learn better1
Learn better
  • LEARNING ORGANISATION
  • A paradigm shift that is less structured
  • Decentralised and informal
  • More collaborative strategy
  • Culture is more open and adaptable
  • Advantage: all members of the organisation take active roles in identifying and resolving work-related issues, sharing new knowledge and applying this knowledge to performing tasks better.
learn b etter1
Learn better
  • Another way of learning is to attend a short course called the 3-Day MBA
  • This is a management development programme that does not qualify you with an MBA degree BUT does prepare leaders and managers with more effective methods & techniques to manage in difficult economic times.
3day mba management development programme

3Day MBAManagement Development Programme

Presented

By

Dr Gavin Chapman

3 day mba
3 Day MBA
  • DURBAN Date:
  • (1) 14 – 16 August 2013 (Coastlands Hotel)
  • Who should attend?
  • Principals and Administrators
  • Potential principal’s
  • Managers and/or potential managers
  • Career directed, motivated individuals who want to learn more about business management but do not have time to do a 3 year MBA
3 day mba1
3 Day MBA
  • Why should you attend?
  • Growing a business requires knowledge of the options one has. In life, no-one bothers to tell you this, you discover it for yourself.
  • Come and be fast-tracked into usable business theory and practice.
  • You will also be required to apply this knowledge to your own business thus making this a UNIQUE opportunity not to be missed!
3 day mba2
3 Day MBA
  • What is covered over the 3 days?
  • Strategy, Operations, Micro Economics, Finance for Non-financial managers, Project management, Leadership & Management, Competitive strategy, EQ, Ethics, Marketing, Quality & Risk management.
  • [PORTFOLIO MUST BE COMPLETED AFTER THE COURSE]
  • COST?
  • R3500 per person (includes teas and lunches plus all study material and text book).
3 day mba3
3 Day MBA
  • The “rules” are:
  • First come first served basis.
  • Only 20 – 25 delegates per course.
  • Please let Lyn Aird know by 31st July.
  • All fees to be paid in full before a place will be reserved.
doing the maths l m l
Doing the maths! (L+M²=L)
  • To make a school more viable in the current turmoil of South African economics, it is most important to do the right things – right!
  • Leaders +Managers xMeasure =Learning how to do things better.
  • Einstein once said:“we can’t solve problems by using the same kind of thinking we used when we created them”.