Blog

Archive for the ‘Leadership’ Category

360 degree feedback

Friday, September 4th, 2009

Feedback is an important part of self improvement, especially in identifying our personal blind spots. Many people advocate getting feedback from all stakeholders, with information being fed back for discussion and setting of new goals. There are benefits in this, as long as change is made otherwise stakeholders won’t want to give feedback next time. So any new goals need to be explicitly stated and actively worked on. A mentor or coach can be useful to keep you on track.

The interesting question I am pondering at present is – should 360 degree feedback be anonymous or not? There are arguments for both:
Anonymous
Allows people to express their feelings without fear of reprisal
Can help focus on the issues rather than the people
Identified
Allows for follow up if comments are not understood
Encourages people to be accountable for their comments

Should surveys have room for a comment at all?
Do people speak out more if they can do so in focus groups?

If you have thoughts about this please fill in a short googledocs survey. I’ll share the results in a couple of weeks.

Share and Enjoy:
  • Digg
  • Sphinn
  • del.icio.us
  • Facebook
  • Google Bookmarks
  • TwitThis
  • Technorati
  • LinkedIn
  • Share/Bookmark

Visible leadership

Friday, August 28th, 2009

On a flight this morning I read a comment from Michael Hill where he says that good business people know “what’s happening in the most distant, least noticed sector of the company.” This really resonated with me because I see too many leaders leading from mission control. Sometimes in my work I talk about learning walks, or leadership by walking about. These are not new concepts. They are based on the need for leaders to be visible and to be where the action is. This involves entering in dialogue with staff about the key purpose of the organisation – listening, watching, inquiring, knowing.

Mission control leaders see things from their desks. They have not developed peripheral vision. They have abdicated responsibility to others. They rely on others to keep them up to date, receiving information about the organisation from second hand sources.

Visible leaders walk the floors and walk the talk. They understand what their business is about and seek to find out first hand what is happening. They talk to people throughout their organisation, not just those who report to them. They model from an ethical base rather than tripping over their egos.

  • Share/Bookmark

Killing the golden goose

Wednesday, August 5th, 2009

Many years ago I completed a programme called “The Seven Habits of Highly Effective People”. This had, and still has, a profound effect on my life. One of the key stories that I remember was of the goose and the golden egg. You know the story – the farmer has a goose that lays golden eggs. He becomes greedy and decides to cut open the goose to get more eggs. Alas the goose dies and the farmer gets what he deserves – nothing.

The goose and the golden egg

The goose and the golden egg

The key messages as they apply to us are:

  • effectiveness is not just about results. it also involves looking after our assets so the goose not only lives but thrives.
  • It is not enough to focus on things. People matter. Relationships are paramount.

I have been reflecting on this story as it relates to expectations placed on schools by their governments, school districts and boards. And I have a problem. Let me share this in the context of recent changes in NZ education. The new government of the day has moved to fulfill its election promise of introducing National Standards to schools. They have received feedback from the community and educators regarding the standards and will now proceed with indecent haste towards implementation.

I don’t have a problem with some aspects of standards, if they increase the accountabiilty of schools to improve student achievement. Trouble is I’m not convinced that you can measure some of the really important things that students should be achieving.

During my recent trip to South Africa I pondered the rigidities of curriculum and the lack of a focus on teaching students to think for themselves. The focus was on covering the curriculum whether the students were ready for it or whether it was relevant to them.  Literacy (for the digital age) and numeracy remain indisputably important, but if people aren’t actively taught to think for themselves South Africa won’t move forward. Neither will any other country, including New Zealand. To even begin developing a future focused curriculum requires a huge amount of energy and the more we focus on testing the less we have for action.

If the implementation of standards is to be successful we need to learn from failed attempts in other parts of the world and this takes time. Feedback from teachers indicated that there were concerns with the extra workload the national standards would create. My concern is that it will take the ball off the implementation of the new curriculum and a wonderful opportunity to move the future thinking of schooling will be lost. That poor golden goose looks even more threatened. We are being implemented to death.

My plea?

  • Take another year to sort out what will work and how the golden goose (teachers and principals) can be supported, otherwise mindsets will stay the same, people will hunker down and students will be no better off.
  • Listen to the experts on learning – from within NZ (educators and researchers) and overseas (such as Andy Hargreaves). I mean, really listen rather than just watch their mouths move. I mean, ask inquiring questions and seek first to understand rather than be understood. Engage with them and mean it.
  • Think about education for the future not the past. Use the opportunity created through breathing space to develop ongoing systems of reporting that link into the use of web 2.0 tools and make the partnership between home and school based on a continual conversation between parents, teachers …oh and let’s consider even involving the students. Wouldn’t that be novel…
  • Share/Bookmark

Looking below the surface

Monday, July 27th, 2009

On my recent trip to Cape Town I  found many cultural differences and also many things that were familiar. I worried about presenting keynotes in a new country and anguished over what I would talk about. I shouldn’t have worried so much. The reality is that the issues people face are often common, even though the context and severity might be different. The underlying principles remain the same regardless of culture. We all have ways of thinking and acting based on experiences built over years. These are based on biology, family upbringing, culture, religion, peers, travels and a whole raft of other influencing factors. We are shaped continuously and our brain changes accordingly, a process referred to as neuroplasticity. We have learnt to behave in certain ways and we all have things that we need to unlearn. Unlearning is an important part of the change process. We all have ideas we need to modify, change dramatically or discard altogether. Unlearning is important if new learning is to occur. Here is something that I had to unlearn in South Africa:

Misconception: People in shacks don’t take care of themselves. During my stay in Cape Town I was fortunate enough to visit several squatter camps and to take a much closer look at the hundreds of thousands of shacks littering the landscape. Some of these were hanging together by a thread, a nail or some gravity-defying good luck.

A shack...on the outside

A shack...on the outside

Step inside some of these shacks and you could see something different. While some were unkempt and dirty, others were clean and homely. You could immediately tell when there was a sense of pride and care. In the second photo, the flower says it all. This was a shack where people took pride in what little they had. The couple living in this shack shared their food with others and had an abundance mentality about life. I was humbled to be welcomed into their home and treated as an equal.

Pride and care

Pride and care on the inside

As leaders we constantly need to be reminded to delve below judgement; to test our assumptions; and to reflect on why we think as we do. What are the forces that have shaped our ways of knowing and being? What do we need to unlearn in order to move on in our learning? Self management involves the ability to understand ourselves as learners before attempting to lead others. If our organisations are to change for the future needs of society we need to continue to learn, to unlearn and to relearn. This starts with us as individuals and ripples out to affect others throughout the organisation.  Really seeing involves the heart as well as the eyes. It involves more questions than answers.

  • Share/Bookmark