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PiXL Conference

Engaging the Disengaged
by

Chris Edwards

on 1 October 2018

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Transcript of PiXL Conference

Engaging the Disengaged
Main Idea
Directing
Whether you are aspiring to become a member of a School Leadership Team or just wanting to become more aware of ways to improve your leadership skills, hopefully, these sessions will be beneficial for you and the staff in your teams.
Delegating
Leadership Styles Questionnaire
Please use the following marking scale:

1. to almost no extent
2. to a slight extent
3. to a moderate extent
4. to a great extent
5. to a very great extent


Leadership Styles Score Sheet
In order to score the questionnaire, you have to group your responses into four categories in the grid.
Statement Number (Facilitate)
3
7
11
15
19
23
Statement Number (Coach)
2
6
10
14
18
22
Statement Number (Delegate)
4
8
12
16
20
24
Statement Number (Direct)
1
5
9
13
17
21
Facilitating
Coaching
• Provide detailed instructions
• Give staff specific goals and objectives
• Check frequently with staff to keep them on track
• Demonstrate the steps involved in doing the job

• Represents management’s position in a convincing manner
• Try to motivate people to make decisions
• Sell staff in their own ability to do the job
• Praise staff for their good work
• Provide staff with a lot of feedback on how they are doing

• Involve staff in making the decisions which will affect their work
• Make staff feel free to ask questions and discuss important concerns
• Hold frequent staff meetings
• Help staff locate and support their own developmental activities
• Listens to staff problems and concerns without criticising or judging

• Delegate broad responsibilities to staff and expect them to handle the details.
• Expect staff to find and correct their own errors
Trust staff to take on jobs, the outcomes of which will reflect on you as a leader.

MOTIVATION
Imagine it is 1995...
I'm going to tell you about two new encyclopedias - one just out, the other to be launched in a few years....
1.
Funded by Microsoft, a massively profitable company.
Professional writers to be paid to craft articles on thousands of topics.
Well-paid managers will oversee the project to ensure completion on time and to budget.
Will be sold on CD-ROMs and later online.
2.
Won't come from a company.
To be created by tens of thousands of people who write and edit for fun.
No qualifications required and not one person will be paid a penny.
Participants will contribute their labour (maybe up to 30 hours a week) for free.
There will be no charge to use it.
According to my crystal ball, one of these encyclopedias will be the largest and most popular in the world and the other will be defunct. Which is which?
On October 31, 2009, Microsoft pulled the plug on Encarta, after 16 years on the market.
8 years after its inception, Wikipedia had more than 13 million articles in some 260 languages, including 3 million in English alone.
Case Study
Read the case study about a hypothetical member of your team. How would you deal with this situation? How would your leadership style help/ hold you back?
Pair up with someone who has a different leadership style. Compare strategies. What can you learn from your partner's leadership style?
Why are we here?
"What if we train up our middle leaders and they leave?"
"Most of us hold one of two contradictory beliefs that limit our ability to create what we want. The more common is belief in our powerlessness - our inability to bring into being all the things we really care about. The other belief centres on unworthiness - that we do not deserve to have what we truly desire."
What are YOU doing here??
MINDSET
"The greatest discovery of any generation is that human beings can alter their lives by altering their attitudes of mind"
Albert Schweitzer
"Simply put, a leader's job is to energise others. Notice that I don't say it's part of their job; it is their job. There is no "time off" when a leader isn't responsible for energising others. Every interaction a leader has is either going to positively energise those around them or negatively energise them". (Noel Tichy)
The philosopher Johann Wolfgang von Goethe wrote an amazingly insightful description of leadership. In it, he said:
I have come to the frightening conclusion that I am the decisive element.
It is my personal approach that creates the climate.
It is my daily mood that makes the weather.
I possess a tremendous power to make a life miserable or joyous.
I can be a tool of torture or an instrument of inspiration.
I can humiliate or humour, hurt or heal.
"A leader is a dealer in hope"
N. Bonaparte
What's your mantra?
Regard your soldiers as your children, and they will follow you into the deepest valleys; look upon them as your own beloved sons, and they will stand by you even unto death.
Pretend inferiority and encourage his arrogance.
All men can see these tactics whereby I conquer, but what none can see is the strategy out of which victory is evolved.
Invincibility lies in the defence; the possibility of victory in the attack.
The supreme art of war is to subdue the enemy without fighting.
Quickness is the essence of the war.
The general who wins the battle makes many calculations in his temple before the battle is fought. The general who loses makes but few calculations beforehand.
The quality of decision is like the well-timed swoop of a falcon which enables it to strike and destroy its victim.
There has never been a protracted war from which a country has benefited.
For them to perceive the advantage of defeating the enemy, they must also have their rewards.

An object in motion will stay in motion, and an object at rest will stay at rest, unless acted on by an outside force.
Or:
Rewarding an activity will get you more of it.
Punishing an activity will get you less of it.
"Life to Tom seemed hollow, and existence but a burden."
Tom has a burst of inspiration.
When his friend Ben mocks him, Tom acts confused.
"Slapping paint on a fence isn't a chore, it's a fantastic privilege!"
When Ben asks to try a few brushstrokes himself, Tom refuses.
He doesn't relent until Ben gives up his apple for the privilege.
KEY MOTIVATIONAL PRINCIPLE:
Work consists of whatever a body is obliged to do and Play consists of whatever a body is not obliged to do.
"There are wealthy gentlemen in England who drive four-horse passenger-coaches 20 or 30 miles on a daily line, in the summer, because the privilege costs them considerable money; but if they were offered wages for the service, that would turn it into work and they would resign,"
"In other words, rewards can perform a weird sort of behavioural alchemy: They can transform an interesting task into a drudge."
Mark Twain
Behavioural Studies
'I wish to have as my epitaph: ‘Here lies a man who was wise enough to bring into his service men who knew more than he.’
Growth Mindset
"As a society, we value natural, effortless accomplishment over achievement through effort. We endow our heroes with superhuman abilities that led them inevitably toward their greatness."
Malcolm Gladwell
"This captures the fixed mindset perfectly. And it's everywhere."
Did Michael Jordan come out of the womb dribbling??
Jamie Escalante
Took inner city Hispanic kids to the top of the national Maths league tables. Instead of asking:
CAN I teach them?
CAN they learn?
He asked:
"HOW can I teach them?" and "HOW will they learn best?"
Dr. Dweck conducted an IQ test with random students. Half were praised on ability: "You did well, you must be really smart!"
The other half were praised on effort: "You must have worked really hard!"
RESULT: Those praised on ability refused to do harder questions, choosing instead to repeat easier questions. Not only that....
DANGER!
WHEN ASKED TO SHARE THEIR RESULTS, THEY LIED ABOUT THEM. THEY FELT THEY HAD TO LOOK GOOD AT ALL COSTS.
When we put positive labels on people, like "Gifted" or "Talented", we run the risk of robbing them of their zest for challenge and their recipes for success.
Classroom of pre-school children enjoying "free play".

Divided into 3 groups:
Expected Award
Unexpected Award
No award
Two weeks later......
Children in the "no award" and "unexpected award" group drew and painted as much as ever.
Children in the first group who expected and received an award showed much less interest.
They had been forced to forfeit some of their autonomy.
Play had become work!
153 women in Sweden who wanted to give blood were divided into 3 groups.
Give blood and receive no payment
Give blood and receive 50 Swedish kronor (about £5)
Give blood and receive 50 Swedish kronor, with the option to immediately donate it to charity
What % donated blood?
52%
30%
53%
It tainted an altruistic act and "crowded out" the intrinsic desire to do something good.
As you all know, the official closing time of the day care centre is 1600 every day. Since some parents have been coming late, we have decided to impose a fine on parents who come late to pick up their children.
As of next Sunday, a fine of £10 will be imposed every time a child is collected after 1610.
Sincerely
The manager of the centre
What Happened???
Steady INCREASE in the number of parents coming late. Almost twice as many at the end of the study.
Parents had arrived on time due to the positive relationship they had with their child's teacher.
The fine shifted the parents' decision from a moral obligation to a simple "transaction" (I can buy extra time).
Paying your child to take out the bins.
"Pay your son to take out the trash and you've pretty much guaranteed the kid will never do it again for free."
By offering a reward, a principal signals that the task is undesirable.
"Attach the candle to the wall so that the wax doesn't drip on the table"
Finish in the top 25 percent of people and receive £20!
On average, the incentivised people took 3 and a half minutes LONGER to solve the problem.
The solution isn't algorithmic (following a set path), but heuristic (breaking from the path to discover a novel strategy.
Here, solution is revealed. Rewards generated quicker times.
Little or no intrinsic motivation to be undermined.
Becomes 'routine'.
Any extrinsic rewards should be unexpected and offered only after the task is complete.
The three innate psychological needs:
Competence
Autonomy
Relatedness
Once a quarter, employees are given a day to work on an idea. It can be literally anything.
On the Friday, they present their ideas to colleagues at an all-hands meeting stocked with beer and cake.
Company set up with a $10,000 loan by two students now makes $35 million a year!
"Control leads to compliance; autonomy leads to engagement."
John McEnroe was the world no.1 in tennis for 4 consecutive years, but McEnroe has acknowledged that he responded badly to setbacks. He has admitted that he didn’t maximise his potential and could have performed better for longer.

‘Those with a growth mindset learn from people; people that help them improve by being honest and providing constructive feedback. They seek help from other people to ensure they develop and grow and, providing those who help them are of a growth mindset, they encourage and foster a love of learning’

Growth Mindset based feedback to staff
Rather than praise for the "Smartest Idea" or "brilliant performance"......
Praise for:
Taking initiative
Seeing a difficult task through
Struggling and learning something new
Being undaunted by setbacks
Being open to and acting on criticism
Group A

Group B
Day 1 Day 2 Day 3
No reward Reward No reward
No reward No reward No reward
CHANGE
The 21st Century is the era when the pace of change has finally overtaken our ability to control it.
Your future:
"To be successful, you need to be able to adapt to change."
Alex Ferguson
"Our ability to change, to lead change and to love change is entirely dependent on the way we behave and the conditions our behaviour creates around us."
Richard Gerver
"Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek."
Barack Obama
We are living in the first age when we no longer determine the rate of change
How can we get people to embrace change?
Future
Engage
Deliver
"In the absence of a shared vision, pettiness prevails."
What do you care about?
What is the future you'd like to help build?
"On a visit to the NASA space center, President Kennedy spoke to a man sweeping up in one of the buildings. 'What's your job here?' asked Kennedy. 'Well Mr. President'" the janitor replied, 'I'm helping to put a man on the moon.'"
Engaging others into your vision
Aristotle's Art of Persuasion:
Ethos (ethical - character and reputation)
Pathos (emotional appeal)
Logos (logical)
Which is key?
"When I am getting ready to reason with a man, I spend one third of my time thinking about myself and what I am going to say and two thirds thinking about him and what he is going to say"
Ten common traits of truly great people:
Focus
Preparedness
Conviction
Perseverance
Creativity
Curiosity
Resilience
Risk-taking
Independence
A sense of higher purpose
How many of these would also describe a young child?
"We are born as creatures of change, of creativity and curiosity. Somewhere along the way we lose many of the skills and behaviours that allowed us to accelerate at such a phenomenal rate as youngsters.
If we could recapture those feelings and that extraordinary raft of competencies, we would be so much better equipped to deal with the world we now inhabit."
Richard Gerver
Your big idea!
How will I communicate it effectively?
Will others feel ready to take responsibility for the action that needs to follow?
How will I measure impact?
"I'm carving stone."
"I'm building a cathedral"
Signs of resistance to new experiences can be:
general apprehension/ anxiety when something new is suggested
bodily sensations of tension/ rigidity when in a novel situation
attempts to self-medicate high levels of arousal/ anxiety with drugs/ alcohol
tendency to complain along the way during new activities/ experiences
choosing to focus on the negatives of the new experience, rather than the positives
What will success look like?


How do you know?
All Blacks legacy:

“Leave the shirt…

.. in a better place.”

Bill Walsh
“should never be tossed around, sat on or
thrown in the bottom of their lockers.”

Look after every element of your team – Marginal Gains

Sir Dave Brailsford
Your choice of car!!
“You'll always still be my favourite child even
if you don’t get the grade you should.”


The Anti-
Hero!
Make Tony Cry!
Thank you!
Chris Edwards
Deputy Head, The Magna Carta School
Twitter: @chrisedwardsuk
Full transcript