1. Primary Executive Headteacher (PEH) provision
Residential 2: Developing the role of executive head: building capacity, managing change
Day 1
An executive agency of the
Department for Education

2. Aims The aims of Residential 2 are to ensure participants:
• share the learning from their visits and individual action research
• explore the opportunities created by multi-school settings and the complexities of managing change
• understand the value of shared leadership and effective self-management

3. Day 1 Day 2 • Session 1: What have we learnt about executive headship?
• Session 2: Speaker session: school business manager
• Session 3: Building leadership capacity and innovation across more than one school
• Session 4: What does the research say?
Day 2
• Review/preview
• Session 1: Progress on action research
• Session 2: Managing change across more than one school
• Session 3: Strategies for self-management
• Session 4: Speaker panel

4. 4

5. Session 1: What have we learnt about executive headship?
The purpose of session 1 is to:
• share experience from school visits
• explore the use of an organisation model to analyse multi-school settings and various models of leadership
• identify learning points in relation to the role of the executive head

6. Activity: Discussion and preparation?
Revisit your completed proforma and choose the areas that proved most significant in your visit. For example:
• strategy
• governance
• leadership structures
• teaching and learning
• staff development
• deployment of staff

7. Activity: Key themes
• What was particularly interesting or challenging about the role of the executive headteacher and the way the multi-school setting operated?
• What new insights have you gained?
• What potential did you see for further development?

8. Session 2: Speaker session: school business manager
Drawing on your notes from the pre-reading and the speaker session, consider the following:
how could a school business manager ensure greater efficiencies and enhance leadership capacity in your current context?

9. Summary Working in pairs, discuss the following questions:
• Which elements of your role can be shared and with whom?
• What support will be needed from you?
• What new roles might be created within your structure?
• What experiences, such as working within a network, might support staff development?
• What other resources might be used to build capacity?

10. Session 4: What does the research say?
The aim of session 4 is to:
• review examples of national and international practice through the use of case studies and research papers
• begin to build a deeper understanding of the executive headteacher role

11. Activity: Implications for practice
What implications can you draw from the research for your own practice?

12. Primary Executive Headteacher (PEH) provision
Residential 2: Developing the role of executive head: building capacity, managing change
Day 2
An executive agency of the
Department for Education

13. Final web conference The purpose of the final web conference is to:
• share learning with colleagues
• demonstrate the impact of the programme on your own practice
• mark completion of the programme

14. Preparation for final web conference (2)
Structure of your presentation (no more than 10 slides):
• Focus of activity
• Aims
• Action you took
• Outcomes
• Your learning points

15. Session 2: Managing change across more than one school
The purpose of session 2 is to:
• highlight the complexity of change across more than one organisation
• share strategies for enhancing stakeholder commitment use a change planning tool

16. Stakeholder mapping tool

20. Activity: Working up an example using the stakeholder mapping tool
• Use the stakeholder mapping tool to work up your own example of a live change issue.
• This should be a change you are leading across more than one school or institution.

21. Activity (continued) Key questions
• What does the analysis suggest about where your time and attention should be deployed?
• Are there obvious links that need to be further developed?
• Where are the main obstacles to change?
• How might you minimise these influences whilst enhancing the positive energy available?

22. Session 3: Strategies for self-management
How am I going to lead others if I am not in good enough shape myself?

23. Activity: Challenges of time management
• What do you see as the most pressing demands within your role?
• What strategies have you found most effective in managing your time and energy to date?
• How might you create more thinking spaces to support your leadership in the future?

24. Healthy selfishness • Know your limits
• Ensure the necessary personal support at work
• Pay attention to your feelings
• Have people to talk to
• Develop thinking spaces

25. Final session: reflections
• What have you gained from these two days?
• What will your next steps be professionally after your experience on the programme?