1. For Professional Learning Team Leaders Northern Metropolitan Region DEECD Joe Corbett

2. Session one Leadership Change Building effective teams

3. The context for your work From ‘Powerful Learning’ by Hopkins, Munro and Craig, 2011 Two handouts; Core beliefs and a theory of action( Fraser & Petch) Features of a highly effective education system (Hopkins, Munro and Craig)

4. Reflection Activity Spend some time reflecting on your role and make some notes on the form provided Share at your table the frustrations and challenges you each experience Are there any common themes? Discuss these as a whole group

5. Leadership and leading To lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what people hold dear; their daily habits, tools, loyalties, and ways of thinking....with nothing more to offer perhaps than a possibility From; Leadership on the Line, Heifetz and Linsky,2002.

6. Leading is about Challenging the status quo Influencing people to do things in new ways, to modify how they are doing some things, to get them to stop doing some things Supporting people to cope with ongoing change with a focus on continuous improvement in student outcomes Assisting people to understand the reasons for change and helping them to move forward

7. Different models of leadership DEECDs framework based on the work of Sergiovanni; handout and discussion Duigan,s framework of leadership capabilities Personal capabilities Relational capabilities Professional capabilities Organisational capabilities handout/activity in pairs

8. Leaders are agents of change Coping with change; People and organisations can experience a wide range of difficulties when faced with the prospect of change Fear, frustration, anxiety or discomfort as the status quo is threatened Feelings of embarrassment or intimidation during the learning stage Uncertainty regarding the impact of change

9. continued Varying levels of tolerance to stress Lack of information about why things are changing Feelings of a loss of control Poor communication

10. Why people resist change? They have a different set of values Their education and training has given them a different understanding of the issues involved The organisational hierarchy may prevent them from saying or doing anything that indicates resistance to change, so they become ‘silent saboteurs’ They may have experienced failure or problems in the past, therefore they may adopt a negative attitude, anticipating further problems

11. continued They may have become ‘change weary’ They have already seen new ideas come and go, with limited success, and they have lost their belief in the power of change Implementation has been sub-standard, leaving people unsure of what is happening, or feeling excluded They aren’t given the opportunity to learn the skills needed to adapt, nor is there adequate mentoring and support

12. continued Some people find it had to change old habits The change is too big of a leap for them They may fear they do not have the capabilities to execute the change They have not grasped/understood what is expected Some people are scared to ‘take a risk’ and fear doing things in new ways

13. A Harvard University study of 2005 found that; 25% of people were against change 25% of people were in favour of change 50% of people were in favour of change provided two conditions were met; 1. They received timely and accurate information. 2. The process was, and was perceived to be, fair and transparent. From; How to make good people great leaders, Nowak,2007

14. Change savvy ideas from Michael Fullan in Motion Leadership; 2011 Relationships first Honour the implementation dip Beware of fat plans Behaviours before beliefs Communication during implementation is paramount

15. continued Learn about implementation during implementation Excitement prior to implementation is fragile Take risks and learn It is okay to be assertive

16. Working with the team As Professional Learning Team Leader you want to build the most effective professional learning team you can so that team members learn to do things in new ways that result in better outcomes for all students

17. Activity Discuss at your table What are the characteristics of a high performing team? List them Try to rank them in order of importance Share the top 2 with the whole group

18. Common characteristics of effective teams Shared vision, common purpose Agreed values which influence behaviours Effective communication and collaboration Clear decision making processes Responsibilities and duties are shared Constructive approach to problem solving Members are valued and trusted Team enjoys working and achieving together

19. A team protocol Activity Do you have existing team protocols? What are the most important features of them? Discuss the pro-forma provided and consider its usefulness Handout; Guidelines for productive meetings

20. Concluding comments