Principles, Priorities

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Principles, Priorities Predicaments
Presented by Mrs Catherine Dunbar
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The key to a leaders impact is sincerity.
Before he can inspire with emotion, he must be
swayed by it himself. Before he can move their
tears, his own must flow. To convince them, he
must believe. Winston Churchill
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My Predicaments

• People
• Paperwork
• Performance
• Pace of change

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In research undertaken by McCrindle and
Associates (Board Matters November 2008) there
are five factors Generation Y takes into account
when looking for a job.

• Work/life balance
• The importance of a good work culture
• Variety in job role
• Management style
• Training

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Some implications

• Provide a collaborative learning environment
  based on teams
• Ensure there are valid reasons underpinning work
  policies and ground rules
• Provide a flexible workplace
• Provision of some social interaction/activities
• Use work teams to allow collaborative effort
• Provide responsibility and variety within the
  workplace
• The ideal leader should give public affirmation,
  remember the names and personal interests of
  their staff, create a work environment that is
  friendly and collegial.
• Preferred method of training includes
  coaching/mentoring, in-house of outsourced
  training courses

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Four Workplace TypesAmanda Horswill, The Courier
Mail 20/11/08

• Volunteer
• Whinger
• Survivor
• Prisoner

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• A pessimist is one who makes difficulties of his
  opportunities and an optimist is one who makes
  opportunities of his difficulties.
• Harry Truman

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Geoff Masters has analysed the topic of
leadership and identified these responsibilities
and characteristics of leaders.

• While most in a group may be focused on the here
  and now, an effective leaders is busy visualising
  a future.
• A leader requires a reliable basis for tracking
  progress over time.
• An effective leaders also must be a competent
  manager.
• Effective leaders are also passionate in the
  promotion of their vision for the future.
• Another crucial role of a leader is to build team
  capacity.
• Effective leaders create working environments in
  which group members enjoy mutual respect and
  support.
• The management of relationships is another key
  task of leadership.
• Wise and strategic use of available resources is
  a characteristic of effective leadership.

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Paul Macklin proposes five practical rules to
help leaders in education handle present and
future challenges.

• Leaders must be angry
• Leaders must unleash passion
• Leaders must be tough performance managers
• Leaders must be Pollyannas
• Leaders must have strength of character

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Cultural ChangeSource The Change Leader by
Michael Fullan, Ph.D.

• Cultural Change leaders display palpable energy,
  enthusiasm, and hope. As well they are
  characterised by

• Moral purpose
• An understanding of the change process
• An ability to build and improve relationships
• Knowledge creation and sharing
• Coherence making

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LEADING IN A CULTURE OF CHANGE MICHAEL FULLAN
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Appreciative Leadership for Organisational
Change Brigid Limerick, 1998

• Assumptions of appreciative inquiry
• In every society, organisation, group or school
  something works
• What we focus on becomes our reality
• Reality is created in the moment, and there are
  multiple realities
• The act of asking questions of an organisation or
  group influences the group in some way
• People have more confidence and comfort to
  journey to the future (the unknown) when they
  carry forward part of the past (the known)
• If we carry parts of the past forward, they
  should be what is best about the past
• It is important to value differences
• The language we use creates our reality

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• Overview of the phases of the appreciative
  inquiry 4D cycle

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Phase 1 Discovery Appreciating the best of
What is
Phase 2 Dream Envisioning What might be
Phase 3 Design Dialoguing What should be
Co-constructing
Phase 4 Destiny Innovating What will be
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My Vision

• Love
• Laughter
• Learning
• Leadership

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7 Habits Stephen Covey

• Be Proactive
• Begin with the end in mind
• Put first things first
• Think win/win
• First understand then be understood
• Synergize
• Sharpen the Saw

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First Things FirstStephen Covey

• 3 generations of time management
• Follow the compass not the clock
• Four human endowments
• 1. Self- awareness 2. Conscience 3.
  Independent Will 4. Creative Imagination
• Weekly planning
• To live, love, learn and leave a legacy

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• Quadrant II Ideas to Nurture the Power of Goals
• Use the what/why/how format to set context goals
  in each of your role.
• Set up a perhaps list under each role in your
  organizer.During the week, write down ideas that
  come to you for goals you may want to set under
  the appropriate role. Notice how you feel about
  putting these ideas on perhaps lists. As you
  plan your next week, refer to the lists for goal
  ideas.
• As you set your weekly goals, pause and connect
  with conscience. Act on what you feel is most
  important for you to do in each role.
• Think about how youre using each of your
  endowments as you set and achieve goals for the
  week.
• Identify each of your goals for the week as a
  determination or concentration. At the end of
  each week, analyse how this differentiation
  affected your attitude toward the goal, your
  progress in achieving it, and the balance in your
  Personal Integrity Account.
• The Perspective of the Week

Wide Angle View (Vision and Mission) Long-term
Importance Fundamental Needs Direction Big Picture
Close-up View (The Daily Perspective) Urgency Felt
Needs Tasks and Activities Next Steps
G A P
Normal View (The Weekly Perspective) Links Urge
ncy with Long-term Importance Felt needs with
Fundamental Needs Tasks and Activities with
directions Next Steps with Big Picture
Wide Angle View (Vision and Mission) Long-term
Importance Fundamental Needs Direction Big Picture
Close-up View (The Daily Perspective) Urgency Felt
Needs Tasks and Activities Next Steps
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Values of St Ursulas

• Faith
• Tradition
• Development of the Whole Person
• Dignity of the Human Person
• Integrity
• Respect
• Excellence
• Justice

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Dimensions of Learning

• Attitudes Perceptions
• Acquire Integrate Knowledge
• Extend Refine Knowledge
• Use Knowledge Meaningfully
• Habits of Mind

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Habits of Minds

• Listening with understanding and empathy
• Persisting
• Thinking flexibility
• Managing impulsively
• Thinking about thinking (metacognition)
• Striving for accuracy
• Communicating with clarity and precision
• Questioning and poising problems
• Gathering data through all senses
• Applying past knowledge to new situations
• Creating, imagining, innovating
• Responding with wonderment and awe
• Thinking interdependently
• Taking responsible risks
• Remaining open to continuous learning
• Finding humour
• The right thing to do is always the hard thing to
  do

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Management PrinciplesHealth Practice By
Georgina Jerums

• Clarity. The organisation needs to know where it
  is going. It needs a vision, good leadership and
  clear communication so that people know what the
  issues are.
• Commitment. Making sure you are committed to,
  and supportive of, the people in the organisation
  and committed to delivering the highest quality
  service.
• Consistency. Implementing strategy, processes
  and systems to deliver service in a consistent
  manner.

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Dont dwell on the future before you deliver the
present. John OLoghlen