1. Leadership Mindset Sue Egersdorff Director Early Years March 2012

2. 2 The Big Picture Key drivers – autonomy, collaboration, freedom, diversity, self improvement, accountability The challenges – building capacity, confidence, trust, climate of austerity The goal – balance - autonomy but not isolation - diversity no barrier to collaboration - accountability not tight regulation

3. 3 Reducing variability Narrowing the gap – increasing life chances Enhancing sustainability Ongoing Leadership Challenges

4. 4 What matters most? Ambition Focus Clarity Urgency Irreversibility

5. 5 Professional continuum Starting points Continuing professional Leadership System development development development

6. 6 Setting to setting support Comes in many forms Differentiated and contextual support Driving quality improvement – a continuum Evidence and research Funding and focus

7. 7 Co-ordinated action Moving away from service silos Increasing democratic accountability Increasing engagement with parents, carers and families Seeing all leaders actively seeking more and new ways to work together – fostering “mutuality”

8. 8 Likelihood of Delivery “Deliverology” Exercising judgement: Degree of challenge Quality of planning, implementation and performance management Capacity to drive progress Stage of delivery Key to delivery = “Gentle pressure relentlessly applied”

9. 9 Working in partnership Who are your partners? Reciprocity? Time for trust? Adaptive and flexible? New models and partnerships? “In this new wave of technology, you can't do it all yourself, you have to form alliances.” Carlos Slim Helu

10. 10 Role of Teaching Schools As well as offering training and support for their alliance themselves, Teaching Schools will identify and co-ordinate expertise from their alliance, using the best leaders and teachers to: 1 play a greater role in training new entrants to the profession 2 lead peer-to-peer learning 3 spot and nurture leadership potential 4 provide support for other schools 5 designate and broker Specialist Leaders of Education (SLEs) 6 engage in research and development

11. 11 The End Game Grinding out increments is a noble cause ….. But where progress is slow, it’s even more important for people to understand the strategy. Michael Barber 2007

12. 12 Call to action? Infuse, augment traditional offerings with new ideas Combine aspects and attributes that work Counteract negatives and reaffirm shared values

13. 13 Talking reality Opposed Struggling to cope Get it!Motoring!

14. 14 Adopt a growth mind set Jim : When did you start? LL: At 2:5 years Jim: How many hours a day did you practise? LL: For the first 15years, 8 hours a day Jim: And now? LL: 3 hours a day Jim: Everyday? LL: Yes Lang World Concert Pianist

15. 15.. and authentic leaders know they are unfinished and that leadership is a lifetime’s practice