Authority and responsibility Authority and resources, accountability and support, flow up and down the line-management chain. It’s a hierarchy. The line-management chain usual means ‘departments’. But some work has to be done across departments – staff from different departments and at different levels coming together to do a project. Quality, maths and English, health and safety may fall into this bracket. This is matrix working. Because matrix working is outside the line-management structure, it can mean responsibility to deliver but no authority to make it happen. It can result in delays, missed deadlines, difficulty getting people to meetings etc.

Behaviours which are: Behaviours which focus on: Overly personalised Ways of working Individual -centred Students needs … and where compliance feels optional Policies and processes

Swing-o-meter The ways of working promote a culture where staff: Do what they say they’ll do Keep the students at the centre of their thinking Take a view wider than their own concerns De-personalise their reaction to decisions Do not use emotion to get their own way Team cultures can swing between the two extremes on the swing-o-meter depending on the individuals and the style of management. Behaviours on the left-hand side are easy to spot – random compliance, lateness at meetings, negativity and ‘dumping upwards’ to senior managers.

Matrix and the swing-o-meter The solution lies in using the chain of command to authorize the work. Line-managers build the tasks into staff targets, and make sure it’s prioritized and done on time. This may be the Section Leaders or the Vice-principal, but it isn’t you – because you don’t have the authority to do it. This formalises the work and uses the authority of the line-management system to facilitate success. Otherwise, working outside the line-management structure can mean you have to resort to charm, persuasion, cajoling etc. to make things happen. An example of the swing-o-meter well over to the left.

Summary – style of management The ways of working can have a big impact on College culture. A collaborative management style can foster creativity and profit from diversity. Push the swing-o-meter to the right – values-based management / student-centred approach.

Canterbury College Next section - meetings

Ways of working in meetings

What does a good meeting look like? A good meeting is: Productive Practical Professional … and even enjoyable

Agenda A successful meeting relies on careful preparation and a thoughtful agenda. Here are eight features of a helpful agenda: 1 Only rotate the chair if there is a good reason 2 Have a format for the minutes – note actions not discussion Divide the agenda items into sections: information, decisions, discussion – and put a time for time each item No discussion of information items

Agendas continued… Write the agenda items as outcomes not topics AOB in advance to the chair Careful timings – and stick to them Finish on time, at 10 minutes to the hour so all meetings are 50 mins / 80 mins / 110 mins long. It allows 10 minutes to breathe before your next task

Hints and tips Only put items on the agenda that concern everyone in the room Don’t supervise individuals and their work in meetings Don’t start with ‘update us on your week’ Find creative ways to transmit information – it saves time Process a meeting like a lesson – with ways of involving everyone Don’t table papers – send them out in advance Give everyone a role – some way of taking part Prepare the agenda with care – it shortens the meeting and increases involvement

Canterbury College Leadership development