Books

Leadership renewal for women in schools

Even before the COVID-19 pandemic, burnout amongst teachers, school leaders and staff was at an all time high. As we continue to navigate the impacts of the pandemic, it is important to find opportunities to reflect, reconnect and refocus.The Australian Schools Women’s Leadership Summit provides a unique opportunity for women at all levels of school leadership to connect, share their experiences, build their leadership capacity and prioritise their own wellbeing.The summit, facilitated by Dr Janet Smith and Dr Debra Kelliher, will cover these three key themes:Where to from here?Guiding our schools through the coronavirus pandemic and continuing to prioritise patient care has placed extraordinary demands on school leaders across Australia and the world. This critical juncture presents a timely opportunity to reflect and learn from our recent experience and rethink the way we have done things in the past.Relational agencyHigh functioning teams are essential to the busy work of schools, yet as a team leader in a school do we know why effective teams work and why there’s no ‘I’ in ‘team’? We’ll look at what makes a healthy team, the concept of ‘relational agency’ and the characteristics of trust – the essential foundation of a team. Useful for both team leaders and team members in schools.Inspiration and insights from inspirational women leadersDuring the summit, participants will hear from several inspirational education sector speakers about their leadership/career journeys and the key elements that have contributed to their success.Speakers include:Tanya Plibersek MP, Shadow Minister for Education, Shadow Minister for Women, Federal Member for SydneyDr Briony Scott, Principal, Wenona SchoolKristen Douglas, National Manager & Head, headspace SchoolsDr Jessa Rogers, First Nations Senior Research Fellow, Queensland University of Technology; Managing Director, Baayi ConsultingAnd more! The pandemic has placed extraordinary demands on school leaders, who have been on the front lines dealing with unprecedented disruption for over two years. This summit will provide opportunities to be inspired by experts, connect with other school leaders, recharge leadership strategies and envisage and plan for the future. You can find out more and book your seat here.  WE NEED MORE LEADERS LIKE YOUYou’re here because you know that great leadership enables better teaching and learning. We’re here to help you be a great leader within your school community. For more leadership news, plus event updates and expert tips, subscribe to our mailing list. SUBSCRIBE NOW

Books

Understanding and increasing your Social Capital

Our Wellbeing with NESLI series brings you essential wellbeing tools and downloadable resources that enhance the wellbeing of teachers, school leaders and school communities. In this edition of Wellbeing with NESLI, we look at Social Capital.Social Capital is an important factor when considering the wellbeing for your teachers, school staff and school leaders. A school community that enjoys robust social capital for everyone will lead to better student outcomes and boost morale across students, teachers and staff alike.There are three critical dimensions to social capital in the school community. These include:Bonding Social Capital: the day to day, interpersonal interactions that you and your teachers and staff have with each other. You can see this by looking out for friendly conversation, shared interests and a genuine connection and conversation between individuals.Bridging Social Capital: the social interactions and cohesiveness experienced between teams – not just the individuals in a team, but in inter-team cooperation and cohesion. You can see this by looking out for teams that work well together to support the outcomes of the other teams, and are able to identify opportunities for collaboration.Linking Social Capital: the social interactions that occur between different levels of seniority in the organisation – for example, the rapport between a junior member of staff and a member of your school’s leadership team. You can see this by looking for open collaboration and communication between different levels of leadership teams and individuals.This Social Capital poster provides a handy summary.To delve a little deeper, download the Social Capital Dimensions resource here to find out about three other types of social capital to look out for, and to complete a self-assessment of your own social capital.NESLI’s Staff Wellbeing Toolkit builds social capital within schools through a flexible, self-paced program. Find out more here.Downloadable resources:Social Capital posterSocial Capital Dimensions resource WE NEED MORE LEADERS LIKE YOUYou’re here because you know that great leadership enables better teaching and learning. We’re here to help you be a great leader within your school community. For more leadership news, plus event updates and expert tips, subscribe to our mailing list. SUBSCRIBE NOW

Books

Understanding and using the Ladder of Inference

Our Wellbeing with NESLI series brings you essential wellbeing tools and downloadable resources that enhance the wellbeing of teachers, school leaders and school communities. In this edition of Wellbeing with NESLI, we look at the Ladder of Inference. Do you ever jump to conclusions without carefully considering all the facts? Sometimes, it is easy to take a raised eyebrow, pause in conversation, email or a glance at a mobile and immediately assume that a fellow teacher doesn’t support your suggestion, or isn’t interested in your pitch for a new activity in the classroom. However, this isn’t always the case.The Ladder of Inference model, created by Chris Argyris, gives you a framework to examine the conclusions you draw from everyday interactions at school. To strip it back to the basics, the Ladder of Inference reminds us to use all the data we have available to us to draw a conclusion – not just the data we immediately notice. The example below gives a summary of how you may move quickly up the Ladder of Inference without considering all the information available.There are four steps on the Ladder of Inference: See and hear: you see a parent looking at their phone while their child does a presentation at assembly.Constructing a story: you might quickly assume that the parent is not interested in their child’s work and effort because they aren’t paying attention.Think and feel: you could feel frustrated or angry with the parent, and sympathy for the child who is being ignored. You might think that the parent does not care enough about the child’s learning.Say and do: you might communicate less openly and positively with the parent, or even ask them to look away from their phone and give attention to their child. You might give the child extra feedback and attention.In this scenario, the information you might be missing is that the parent also has a sick child at home, who needs assistance. The parent may also have an urgent work-related matter to attend to, or an elderly parent who needs something. Therefore, what you have inferred from their actions (that they aren’t supportive of their child) is unfounded, and your subsequent reaction is not proportionate.It is easy to move quickly up the Ladder of Inference – most of us do it subconsciously, and in seconds. Taking the time to recognise when you are climbing the ladder, and to then come back down to examine the data before coming to a more rational conclusion is an important skill for leaders in school environments.Here are some questions that can help you unpack your assumptions and reactions: How many times have I leapt up the ladder in the last week?What were the beliefs I held or the assumptions I made?Were the assumptions I made fair and accurate?Do I have all the information I need to know what is going on here?What impact will my actions or words have in this situation?How can I be more curious about the situation, and mediate my response? You can find out more about the Ladder of Inference by downloading the Ladder of Inference poster. Sharing this model with your team and colleagues can create a shared language and understanding, and can be a helpful prompt for team building. WE NEED MORE LEADERS LIKE YOUYou’re here because you know that great leadership enables better teaching and learning. We’re here to help you be a great leader within your school community. For more leadership news, plus event updates and expert tips, subscribe to our mailing list. SUBSCRIBE NOW

Books

Using the Recovery Rocket to create your recovery plan

Our Wellbeing with NESLI series brings you essential wellbeing tools and downloadable resources that enhance the wellbeing of teachers, school leaders and school communities. In this edition of Wellbeing with NESLI, we look at Recovery Rocket. The Recovery Rocket model for maintaining your wellbeing is simple, effective and easy to use. It was created by Andrew May (2010), an executive coach and former sports psychologist at the Australian Institute of Sport. May adapted his insights from the sporting world and applied them to the world of work. He created the concept of an annual recovery plan, to enable people to perform at their best.Essentially, the Recovery Rocket provides a framework for maintaining a baseline of mental wellness over a year, and then reminds you to take time for yourself to do activities you enjoy – referred to as ‘recovery points’. It encourages you to make a ‘recovery plan’ at the beginning of each year, based on the model explained below and in this Recovery Rocket guide. The baseline framework suggests you aim for the following over a year:10-15 minutes of ‘slow time’ every day (going for a walk, preparing veggies for dinner, meditation, etc)300 nights of good sleep (7 + hours of unbroken sleep) every year (if you can)30 weeks where you accumulate 100 recovery pointsThree mini breaks (away from screens and day to day responsibilities)One big break or ‘off season’.Earning ‘Recovery Points’ You can earn recovery points in different ways that work for you. You might attribute 10 points to walking the dog, 20 points to doing a yoga class and 50 points to a one-hour massage. It is about choosing activities that you enjoy doing and giving them a number of points that relates to the enjoyment you get from engaging in them. The Recovery Rocket gives you the opportunity to approach your health and wellness in a flexible, personal way that works for you. As we look ahead to 2022, now is a great time to get started on your recovery plan for the new year. Downloadable resource: Download the Recovery Rocket guide here. WE NEED MORE LEADERS LIKE YOUYou’re here because you know that great leadership enables better teaching and learning. We’re here to help you be a great leader within your school community. For more leadership news, plus event updates and expert tips, subscribe to our mailing list. SUBSCRIBE NOW

Books

Wellbeing with NESLI: The Line of Choice

Our Wellbeing with NESLI series brings you essential wellbeing tools and downloadable resources that enhance the wellbeing of teachers, school leaders and school communities. In this edition of Wellbeing with NESLI, we look at the Line of Choice. The Line of Choice is a practical model that encourages you and your team members to create a culture that fosters accountability, ownership and teamwork. Working in a team with a positive culture contributes to better wellbeing for you and your team, boosting morale and leading to higher job satisfaction. In turn, students and teachers have better relationships; in fact, teacher wellbeing is a key factor in student outcomes.Below the line behaviour usually plays out in school communities with cultural issues, where people don’t feel comfortable, or don’t want to be accountable for the work they do, or the outcomes they produce. Instead, they turn to blame, excuses and denial to avoid taking responsibility – particularly when outcomes are less than desirable.Above the line behaviour usually occurs in an environment where people are happy to accept and take responsibility for the outcomes they produce – not just the excellent ones, but the not-so-good ones as well. They will take ownership, be accountable, and accept responsibility for their work. In these schools, teachers, school leaders and school staff usually experience a high level of psychological safety and can work collaboratively with each other.Download the School Culture and Line of Choice worksheet to see what above and below the line thinking and behaviour looks like.When your team members feel comfortable and psychologically safe, they are more likely to sit above the line. This is because above the line thinking and behaviours create a culture that is open, honest, supportive and accepting. This Line of Choice worksheet will help you ask the questions you need to direct your team to an above the line frame of mind.Downloadable resources: School Culture and Line of ChoiceLine of Choice WorksheetFor more leadership news, plus event updates and expert tips, subscribe to our mailing list Subscribe now.

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Four Doors

Books

Dealing with change? These four doors could help

Have you heard of the four doors of change? This model, created by Australian innovation expert Jason Clarke, demonstrates which doors are open (available) and closed (not available) in times of change.

The model allows you and your team to categorise and understand the effects of a change, big or small, in your workplace. Whether it’s a change in people, process, location or resources, you can use this information to help your team understand what will change and what will stay the same.

The first door: Things that you did before, and will continue to do now

This door is an open door; it signifies everything you do now and will continue to do in the future. This is a particularly important door to talk about with your team if they are apprehensive about a change, or if there is a very significant change coming. It gives them and you stability and certainty that there will be some familiarity.

The second door: Things that you didn’t do before, and won’t do now

This is a door that was closed before and will remain closed. It remains consistent; this door focuses on things you didn’t need to do or think about before, and will continue to not think about or do in the future. Often, change will bring new tasks and challenges, which is exciting; but it can also represent more work and cause you or your team to feel a bit nervous about trying new things. Knowing that there are unfamiliar tasks that you won’t have to handle can be reassuring as you lean into to a new way of doing things.

The third door: Things that you did before, and won’t do now

This door is a closed door, that used to be open. Tasks that used to be manual might now be automated; and your team may feel unsure about whether this will be a success, and how it will affect their activity on a day to day basis. Something as simple as a change in office location meaning you or your team will no longer visit your favourite coffee shop is a closed door.  Helping your team focus on letting go of these things, and replacing them with new routines, processes or activities will allow them to accept that these activities are no longer needed

The fourth door: Things you didn’t do before, and will do now

This door used to be closed and is now open. It has all the new things you will be taking on, to replace the things you have let go of. This door represents an opportunity for learning and growth, both for individuals and the organisation. These are new skills and processes that will allow you to develop your role, try new things and hopefully, see better outcomes as a result of your hard work in embracing these changes.

Putting it into practice

As a leader of an organisation or a team, it is important that you look at this model of change from different perspectives; your own perspective first, and then the perspective of the people you lead. Each of these doors will look different for every individual in your team, regardless of whether you are all experiencing the same change, or different changes.

Understanding what the change will look like for you, and working through any nervousness you have, will help you better support your team and your organisation more broadly.

Some useful questions to ask yourself are:

  • What changes am I looking forward to? Why are these changes exciting for me?
  • What changes am I apprehensive about? What do I need to feel better about these?
  • What can I rely on to stay the same?

 

Once you have worked through these, ask your team the same questions. It will allow you to have an open and honest dialogue with them, understand how they are feeling, and create a space where they feel listened to and supported.

Are you dealing with any change at work at the moment? Tell us about it in the comments below.