1. LEADING AND MANAGING LEARNING AND TEACHING

2. 1.Make it so! 2.L and T quiz 3.Accountability 4.Culture 6.Liking children 7.Unconditional positive regard 8.A Policy 9.Implementation strategy – Engine Room 10.5Cs 10.Seven Sides of Educational Leadership 12.Learning Logs 13.Extreme Learning/active software development/stepping stones

3. A QUIZ 1.If pressed should we focus on learning or teaching?

4. 2.We should all strive to emulate best practice True or False?

5. 3.Formative assessment is described as an interactive feedback loop between the pupil and the teacher Which part of that interactive feedback loop is often missing?

6. 4.Successful Headteachers often have a fundamental ……………..in the willingness of teachers to improve their own practice. Select the most appropriate word to complete the sentence Distrust; pessimism; belief; interest; ambivalence; faith; optimism; doubt; awareness,

7. 5.People often talk about the magic ingredient which marks out an outstanding teacher. What, in your opinion, is the magic ingredient?

8. 6. A successful Headteacher improves teaching by: Directly challenging poor practice; Demonstrating good practice; Explaining what constitutes good practice; Going with the flow

9. 7.Draw a graph showing the development of a teachers practice from the beginning of their career to their retirement – assuming they spend all their time in the classroom. Show time on the x axis (bottom) and quality of teaching on the y axis (left- hand side)

10. 8.Is teaching an individual or collective enterprise?

11. 9. When setting out to improve teaching we should adhere to which of the following concepts: Fire-Aim-Fire Or Aim- Fire-Aim

12. 10.Do teaching and learning policies have an impact on teaching?

13. 1.Make it so! 2.L and T quiz 2.Accountability 3.Culture – what culture? 6.Liking children 7.Unconditional positive regard 8.A Policy 9.Implementation strategy – engine room 10.5Cs – we need shorthand 10.Seven Sides of Educational Leadership – some reflection 12.Learning Logs 13.Extreme Learning – Active Software Development

14. Accountability turning it to our advantage

15. Accountability as consequence Liability - if this goes wrong you are in trouble Answerable - if this goes wrong you are in trouble Imposed Responsibility - if this goes wrong you are in trouble Key words: enforcement; external; punishment; fear; stress; pressure; negative; loneliness; distrust

16. Accountability as personal commitment Personal Responsibility - I want to take on this responsibility Duty - I want to operate to these high standards Integrity - everything I do is guaranteed by my personal integrity and honesty Key words: liberating; trust; satisfaction; personal reward; in-control; internal; commitment; autonomy

17. Accountability as scrutiny Validation - am I doing this as well as I think I am? Explanation - this is why we are doing it this way Transparency - this is what we are doing Key words: nothing-to-hide; public confidence; sharing responsibility; openness;

18. Accountability as compliance Legal guidance - what do I have to do to keep within the law? Financial guidance - what do I have to do to ensure that my financial management is well managed Political guidance - what do I have to do to fulfil the requirements of our democratic process? Key words: personal protection; guidance; shaping;

19. Accountability as competence Professional guidelines - what are the professional expectations which I should live up to? Job description - what is my job Professional values - what are the values which I should live up to? Key words: professionalism; clarity; high standards; equal expectations for self and others; consequence

20. Accountability as public service Reflective - what do users/the public think of the service Im providing Responsiveness - what can I do to address their needs opinions? Access - how do I enable all users to have equal access the service Im providing? Key words: internalised; rewarding; partnership

21. Accountability - definitions Accountability as consequence; Accountability as personal commitment; Accountability as scrutiny; Accountability as compliance; Accountability as competence; Accountability as public service.

22. Outcomes of Accountability as Consequence 1. Accountability appears to be external and imposed with little space for personal autonomy. 2. Managers feel under significant external pressure over which they have little control. 3. The abiding practice generated within such a culture is one of cover your back. 4. Managers feel isolated and vulnerable to external criticism. 5. Managers complain of high levels of stress.

23. Consequences? 1. Reluctance to empower others; 2. Narrow focus upon only those areas which we can be held liable; 3. Reluctance to trust the judgement of others; 4. Reluctance to take risks; 5. Reluctance to engage in partnership agreements which they cannot control 6. Fear of negative publicity.

24. 1.Make it so! 2.L and T quiz 2.Accountability 3.Culture 6.Liking children 7.Unconditional positive regard 8.A Policy 9.Implementation strategy – Engine Room 10.5Cs 10.Seven Sides of Educational Leadership –your team? 12.Learning Logs 13.Extreme Learning/active software development/stepping stones

25. Making it so! 1. shared and distributed responsibility for improving and leading the development of learning and teaching 2. the generation of a momentum which will feed and drive the change process 3. the creation and membership of groups which extend beyond people with similar experience/expertise/interest/ - TARTAN APPROACH 4. the identification of short-term points of focus - rather than just trying to implement the whole policy all the time 5. constant reminders of what we are attempting to achieve - awareness raising 6. a flexible approach which takes account of context and people 7. absolute willingness to get rid of all closed doors - sharing 8. the encouragement and modelling of professional reflection 9. the use of technology to share ideas and support our teams/communities 10. the promotion of the concept of teachers as learners

26. Seven Sides of Educational Leadership The seven perspectives in snapshot are: THE SCULPTOR - the sculptor is a dreamer, a person who can capture an image in their mind and then work towards translating that vision into a reality. THE SCULPTOR THE INVENTOR - the inventor is dissatisfied with a current practice, and through testing and re- testing will create an alternative which meets our needs. THE INVENTOR THE GARDENER - the gardener is a long-term thinker who has a capacity to defer reward by having faith that their efforts in relation to preparation of the ground and the tending of their crops will be worthwhile. THE GARDENER THE HOUSE BUILDER - the house builder is pragmatic, objective and detail focussed who is driven to see things though to their conclusion. THE HOUSE BUILDER THE PARENT - the parent cares for and about their children and nurtures them in such a way that they are eventually ready to face the world by themselves. THE PARENT THE HILL WALKER - the hill walker is a navigator who can lead others by using a map and compass or previous knowledge of the ground but who quickly develops these skills in others so that they can share the joy of the journey for themselves. THE HILL WALKER THE VILLAGER - the villager has a bond with their community and is willing to serve the needs of that community for the common good. THE VILLAGER

27. 1.Make it so! 2.L and T quiz 2.Accountability 3.Culture 6.Liking children 7.Unconditional positive regard 8.A Policy 9.Implementation strategy – Engine Room 10.5Cs 10.Seven Sides of Educational Leadership 12.Learning Logs 13.Extreme Learning/active software development/stepping stones END