Governors Conference The Art of Leadership Liz Cross 21 April 2009

Outcomes from workshop To grow skills and knowledge of tools to help Governors improve the impact of their leadership To benefit from the experiences of one another and of the facilitator to solve real issues (or gain insight into how to solve them To consider how, as leaders, Governors can impact parents and the community

Leadership: The art of getting someone else to do something you want done because he wants to do it.” Dwight David Eisenhower

What leadership challenges are on your agenda?

Business Vision / Strategy EXTERNAL ENVIRONMENT SCHOOL VISION, GOALS & VALUES BOARD STRUCTURE BOARD PROCESSES BOARD LEADERSHIP BOARD CAPABILITIES CLIMATE & CULTURE DELIVERING HIGH PERFORMANCE All four areas need to be aligned to achieve best results 60% of climate is driven by leadership actions Operating in one zone won’t produce results You can’t optimise performance without delivering climate

The Four Elements of Trust RELIABILITY OPENNESS ACCEPTANCE CONGRUENCE People you relate to want to know if you do what you say you will do. It’s hard to have confidence in a person who makes promises they don’t keep! People tend to want to co-operate best with people who will “level” with them, not hide anything and give them the whole story (even though it may not all be good news). All people want to be accepted for who they are. Not judged criticised or made to feel inferior. The final element of trust is congruence – the knowledge that what you are is reflects what you believe, what you know to be true and what you do.

Creating a shared agenda Yours MineOurs

Levels of Governance Corrective - Monitoring Guardians What’s wrong Co-ordinate - Strategic Strategists What’s the plan Co-create - Generative Sense makers What’s the question

Influence The art of getting into the head of another and determining what you say and how you say it to have the desired outcome

Influences on their Views Previous Experience Pressure of Work/community life Priorities and Personal Characteristics Interests and Affiliations Perceived Benefits Vested Interests Turf Issues

Influencing Styles Task People Safety Risk Banker Logical Persuasion Driver Rewards & Pressures Builder Participation And Trust Expressive Common Vision

Bankers – Logical Persuasion BANKERS are likely to be influenced by such words and phrases as:- Right, correct, systematic, detailed, logical thorough, considered, caution etc. –'this will guarantee consistency' –'this will prevent errors' –'it provides a structured and cost-effective option’

Drivers – Rewards and Pressures DRIVERSare likely to be influenced by such words as:- dynamic, high profile, bonus, target achievement, get results, risk, high pressure, quick etc –'this will get fast results' –‘exceeding targets' –‘meeting deadlines' –‘get people into action'

Builders – Participation and Trust BUILDERS are likely to be influenced by such words and phrases as:- Supportive, developing, helpful, caring, HRD, people centred, working together, harmony etc –‘I need your help' –‘working it out together' –‘providing people with opportunities'

Expressives – Common Vision EXPRESSIVES are likely to be influenced by such words and phrases as:- exciting, exploring, entrepreneurial, visionary, stretching, novel etc –'the future scenario could look like...’ –'this is a real opportunity to capture...’ –'In a couple of years it could...'

Choosing your priorities Totally – in our control Partially – in our control Not at all – in our control 1.Which agendas should you tackle on your own? 2.Which partners do you need if you have less control ?

Management and Leadership HIGH LOW Amount of Change Complexity of Operation Significant Leadership Little Management Limited Leadership and Management Significant Leadership Significant Management Significant Management Little Leadership

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