Posts Tagged ‘future leadership’

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The Future of Christmas in Schools

Tuesday, November 23rd, 2010

I am over the time wasted each year by schools ‘doing Christmas’ for the last two weeks of the school year. Yes, it’s that time of year again. A note comes home asking for some extra money for the craft activities needed for the Christmas theme. Now there may be a wonderful reason for this….it just takes a bit to convince me. I would want to ask the teacher:

  • What is the purpose? The response will determine whether this is a teacher who really knows his/her stuff, or just another teacher trapped in the past of nice activities to finish the year with.
  • How will this drive my child’s learning in ways that are powerful and future focused? Yes, I know it’s nice to do some really cool stuff just for fun too…
  • What will they be doing/making? Is this something that reinforces our throw away society? Is it a nice paper Christmas tree with some glittery lights; maybe a fairy to put at the top of the tree; or some loops we can colour in then staple together to hang in the classroom…
  • Will they be considering Christmas from multiple perspectives – different cultures, religions, and ways of celebrating? Giving instead of getting? Does that mean when other religious festivals are on the calendar they’ll do the same? As well as the Easter theme that is?

If a teacher focuses on a Christmas theme for two weeks it could look like this:

-’making and doing’, singing, dancing etc on a Christmas theme – 8 hours

-working out the item for the Christmas concert so it looks like the kids have come up with the idea – 2 hours

-the class relentlessly practising for the concert  - 3 hours

-liaising with the parents re costumes and props – 1 hour

-team or schoolwide practices for the concert – 2 hours

That’s 16 hours for Christmas each year, and I think that is a conservative estimate. This is just on the ‘celebrating’ aspect of Christmas.

Let’s just pretend that a classroom was ‘doing Christmas’  like it’s been done for generations. By the time a student finishes their first six years of schooling they could have had nearly 100 hours of ‘doing Christmas’.

Sorry, in most cases I don’t consider this deep and meaningful learning. It’s simply repeating education as we know it. I know there are some teachers and some schools that have moved beyond this. And I can also tell you that an awful lot haven’t. And that has got to change or schools will become irrelevant. Actually when I think about it ‘doing Christmas’ is just one symptom of the root cause. Too many teachers teach for the past not the future.

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Avoiding the conformity trap

Thursday, September 9th, 2010

I’m part of a team working on a two day workshop called Building Future Focussed Schools. It’s a pretty challenging topic and it has me thinking about the whole notion of how leaders can grow the conditions for change to occur. We seem to be so focused on conformity that we are in danger of choking in blah. So how can we move beyond this? Four ideas came to mind as a starting point.

    Team work is not enough. We must question and challenge our own thinking and that of others. When ‘group think’ occurs there will be no forward momentum – “We’re okay as we are! In fact we’re really good so why change?” While organisational coherence is necessary, so is creative tension and challenge. “Challenge is the crucible for greatness” – Kouzes & Posner.
    Over-consultation stymies creation. I’m a fan of involving people to gain deep commitment, and of listening to people’s needs. At the same time I worry that ideas generated from consultation sometimes focus only on the past and present; without building in ways to explore possibilities and to ask “What if…?”. There is the famous quote from Henry Ford “If I had asked people what they wanted, they would have said faster horses.” If we spend too much time in consultation we slow things down, reduce clarity and conform to the average.
    Courage is needed. We live in times where we are pulled back to standards, quality assurance and risk aversiveness. Moving beyond this takes leaders who are strong in their beliefs about learning, have a dream of what could be and can intelligently advocate their position. Courageous leadership is not about the position we hold in the organisation and doesn’t make excuses that those ‘above’ require conformity. “The greater the darkness, the more brightly the candle glows.”
    Learning will happen if we get out of the way. Most schools of today are over-structured and over controlled. What would happen if educators stepped back and let students do more for themselves? Allow them to be expert learners and teach the adults – it’s a reciprocal arrangement that acknowledges the expert knowledge of the teacher. It also acknowledges that students can create their own learning when they engage, collaborate and choose.

I was reflecting on this as I watched one of the latest TEDTalks from Sugata Mitra, on The Child-driven Education. His work in putting computers into holes in the walls of buildings in Indian villages has had profound results. His latest work goes well beyond this. He has come to understand that children will learn to do what they want to learn to do. Sugata talks about the way in which the learning happened without intervention from the outside.   When the students asked him “How do we do that?” his answer was ” I don’t know that actually…” and he left them to it. They worked together to move their learning forward.

Sugata Mitra: The child-driven education

While I’m not yet convinced of the depth of the learning shown in the TEDTalk what I am sure of is that a new idea was tried and has had amazing results. Sugata Mitra didn’t conform to the tried and true. He had an idea and went with it. If we are aiming for future focussed schools perhaps one of the key understandings is to look outside the current realities and explore the possibilities, generate some creative tension and take a giant leap.

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Will Low Expectations hold us back?

Saturday, July 31st, 2010

In my latest online survey I asked the question “What is the biggest challenge for future leaders?” The greatest number of answers were based around the idea of low expectations, relationships and issues to do with people. That was not a surprise since it is the complexity of working with people that is tricky. I was particularly interested in the idea of ‘low expectations’ and what this might possibly mean. I’m wondering whether leaders need to confront issues rather than hoping that the problem will go away and whether leaders need to understand the importance of personal learning conversations. This is about building organisational culture so that people engage in dialogue and discussion that is robust and focused on driving the organisation forward. This implies that leaders have a clear focus on what is important, why it is important and how people might be expected to behave.

Heifetz, Grashow and  Linsky (2009) describe adaptive leadership as the practice of mobilising people to tackle tough challenges and thrive. I think this is the way to go. Adaptive leadership is needed for the growth of individuals and organisations. Perhaps, to avoid low expectations, future leadership involves:

  • looking for those things that should be preserved and having courage to abandon the expendable;
  • accepting that conflict is a necessary part of the organisation and can be productive;
  • creating a culture of courageous conversations;
  • acknowledging the importance of collaboration, networks and global connections; and
  • building the capabilities of others to lead in adaptive ways.

This quote from Egon Zehnder (2000) reminds us that future leaders will need to be flexible, future focused and capable of thinking in new ways. “Stability is a liability, not an asset in today’s world. Each new view of the horizon is a glance through a different turn of the kaleidoscope.”

I’m going to leave the survey open for a few more days so take a few minutes to contribute here. And join the conversation about what the biggest challenge for future leaders will be. Do you agree that it is low expectations and if so what do you interpret this to mean?

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Three Cups of Tea

Monday, July 19th, 2010

I have just finished reading a fantastic book – Three Cups of Tea by Greg Mortenson and David Oliver Relin. I was particularly interested in this biography because of my connection with the Rata Teachers’ Support Trust and the fact that I will be volunteering in India later this year. The book describes Greg’s journey to help build schools in Pakistan and Afghanistan. He provides a real example of courageous leadership with a commitment to educating children, especially girls. His clear focus and passion are exhibited in his treatment of obstacles. Failure was something to learn from; obstacles an opportunity to think differently. This is the type of leadership we need for the future – adaptive, reflective and resilient.

The greatest lesson Greg learnt was to “share three cups of tea, to slow down and make building relationships as important as building projects (p.150).” This may have seemed more time consuming to start with but in the long run it produced more sustainable results. Too often leaders are focused on doing things rather than creating connections. They become driven by improving the external environment of their organisations without considering the foundational relationships that underpin the organisation’s success.

In their work based in Chicago schools, researchers Bryk and Schneider came to the conclusion that relational trust was foundational for school improvement. They suggested four vital signs for identifying and assessing trust:

  • Respect – genuinely talking and listening to each other in ways that acknowledge and accept the views, ideas and beliefs of others.
  • Competence – the ability and willingness to fulfill responsibilities and believe others to be competent.
  • Personal regard – caring for each other personally and professionally. Going that extra mile.
  • Integrity – keeping ones word. Putting the needs of children first, even when tough decisions need to be made.

These points were all exhibited by Greg Mortenson. He did not try to impose his views on those he was working with and he was prepared to do what was needed, at times with great personal sacrifice. The building of trust allowed him to work in areas that few could access and to provide education to many.

Future leadership is very much about collaboration, building professional learning networks and growing capabilities in others. It builds on trust and integrity and comes from the heart as well as the head. Future leadership requires leaders who listen and who constantly reflect on their own behaviour.

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Books

Thursday, June 11th, 2009

Recommended Books

These books are ones that Think Beyond recommends for purchase. Click onto the selected book for more information.

Leading with Cultural Intelligence: The New Secret to Success This book is described as essential reading for leaders navigating global relationships. With increasingly diverse cultural workforces and global connections, it is necessary for leaders to understand how they can best develop their cultural intelligence. This book provides the theory and the practical applications.
Mindset: The New Psychology of Success Stanford University psychologist, Carol Dweck explains the difference between a fixed mindset and a growth mindset and how shares her research on the importance of a growth mindset for success. By focusing our thinking on growth we can create successful futures, build resilience and encourage those around us to do the same. We live in turbulent times, in times when leaders need to be adaptive and when future generations need to be resilient. This book helps to develop the mindset needed.
The Third Teacher The Third Teacher: 79 Ways You Can Use Design to Transform Teaching & Learning. Explores the critical link between the school environment and how children learn. A must read for those interested in schools of the future. This is a beautiful book – well crafted and models great design.
The Truth About Leadership: The No-Fads, to the Heart-of-the-Matter Facts You Need to Know Kouzes and Posner spell out ten truths about leadership, based on years of extensive research. If you believe that leadership makes a difference then this book is a must read. Some of the truths they expand on include: Focusing on the future sets leaders apart; Challenge is the crucible of greatness; and The best leaders are the best learners.
Flourish Martin Seligman, the father of positive psychology, describes the importance of well-being for us as individuals and as leaders of others. He describes five aspects of well being – positive emotion, engagement, relationships, meaning and achievement. He reminds us of some of the practical things we can do to uplift ourselves and others – the kindness exercise, three blessing etc. This book has a research base that builds on Seligman’s previous ideas and in this respect is a useful text.
Coaching with the Brain in Mind: Foundations for Practice David Rock has written a number of good books including Quiet Leadership and Your Brain at Work. In this latest book David Rock and Linda Page explore the role of neuroscience in coaching. Through better understanding the way we think, they argue that we are better able to help others. This book is a useful resource for business leaders as well as coaches and individuals who wish to explore their own thinking.
What Got You Here Won't Get You There: How Successful People Become Even More Successful Marshall Goldsmith encourages you to look beyond those old habits and do something about them! The section on how we can change for the beter contains a wealth of information about feedback, thanking, listening, following up and feeding forward. This is a useful resource book to dip into on a regular basis. Use it as a reminder!!
The Brain That Changes Itself: Stories of Personal Triumph from the Frontiers of Brain Science The Brain That Changes Itself taps into the latest research on neuroscience. Each chapter explores the work of a leader in this field, with practical information and stories to illustrate main points. This book is recommended reading for anyone who is interested in finding out more about their own brain; and those involved in teaching, learning, or leadership.
The Speed of Trust: The One Thing That Changes Everything The Speed of Trust: The One Thing That Changes Everything. Stephen Covey Junior describes the things which drive strong relationships in an organisation, based on high levels of trust. This is foundational reading for any leader wishing to move their organisation forward in ways that are embedded and sustainable. It’s about people.
Buy Now Button Click on the Fishpond link to find out more.
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Speaking

Monday, May 4th, 2009

2012 Programs now open

Cheryl is available for speaking, running workshops and online programs for 2012.

Topics:

Global Footprints: Navigating Leadership for the future - exploring the differences needed for leadership in the future, with a focus on five key change elements. These elements can be addressed as separate workshops or linked as a keynote session.

Cultural Intelligence: Why Leaders need to develop it – in increasingly diverse workplaces we need to be aware of how others think, feel and act. While more people are working in cultures different from their own, there are many others who are living in their home towns but finding the population is changing dramatically around them. How can you grow your skills in cultural intelligence?

Webinars

Moving mindsets in a complex world

Growing Leaders in Your Organisation

Getting Feedback on YOUR Performance

Women leaders: Count me in

Cultural diversity in the workplace

For more information about starting dates for programs contact us. Programs can be tailored to meet organisational needs.

 

Ongoing relationships
A year long program, The Journey, is available for experienced leaders. This program includes:

  • Online assessment tool using The ACEL Leadership Capability Framework©.
  • A two year subscription to the ACEL Leadership Portal and its extensive resources.
  • An initial three day face to face programme to meet other Journey participants to explore the framework, your personal results and the goals for your next steps.
  • A follow up two day face to face programme later in the year to develop knowledge, skills and understandings in more depth.

 

Other programs can be tailored to meet your organisational needs, with a focus on developing leaders for the future. Please use the Contact Us tab for inquiries.

 

 

 

 

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S.U.C.E.

Monday, May 4th, 2009

Shaking Up Christchurch Education

The Christchurch earthquakes have devastated a whole range of infrastructures regarded as vital components for a community to survive successfully. One of the key components of this infrastructure is our education system and, following the earthquakes, this has been seriously compromised. At the same time there are now new possibilities and opportunities.

In response to this a group of independent consultants, educators and business people have started networking to discuss a compelling vision for education in Christchurch. At the moment we have called ourselves the Shaking Up Christchurch Education Network.

The purpose of the network

As a group of independent educational leaders:

  • To seek and present solutions for the delivery of education in a manner recognising the needs of future learners, initially in the eastern Christchurch suburbs, and eventually in all Christchurch area schools.
  • To present realistic solutions that will improve educational outcomes for all children.

In achieving this purpose we consider the following factors to be key in influencing the establishment of schools and the ways they function: physical resources, teaching/teacher resources, technology advancement, school/campus design, leadership/governance, connecting with community, and fiscal capability.

There is a need to take action not just talk. Action is needed sooner rather than later.

Who are we?

The initial group that met:

Lois Christmas, Maureen Doherty, Cheryl Doig, David Duffy, Donna Frame, Gillian Heald, Ali Hughes, Carol Moffatt, Denis Pyatt, Chris Reece and Derek Wenmoth. Since then, some are focused more on supporting the current needs of education, while others are working to develop a longer term coherency to education in Christchurch. We see education as a key driver for the creation of a vibrant city which is economically strong, cares for its people and leads for the future.

We are not an exclusive group. We started because we saw a need and an opportunity to network beyond the group, to start the conversation and to develop an action plan. There are many others that are part of the network -you being one of them! This is about growing some ideas that are so compelling we create a new reality. Between us we have a deep knowledge of education, a passion for the city and a belief that leadership in education is crucial. We have started the conversation.

What is our plan?

Since this first meeting we have met with a number of key stakeholders, run an initial blue skies session and have developed a Concept Plan for discussion.

View the plan

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About Us

Friday, May 1st, 2009

About Us

Dr. Cheryl Doig (EdD, MEd, DipEdMan, BEd, DipTching, CertQA, FNZIM)
Director – Think Beyond

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Cheryl is a Fellow of the NZ Institute of Management (NZIM), and has served on NZIM boards at both local and national levels, including two years as president of NZIM Southern. She is an independent director on the board of Core Education Ltd. and is a member of the Institute of Directors. Cheryl is also Director of ALPinE Leadership and  is involved in a wide range of online networks.

Cheryl’s particular areas of passion are organisational leadership, change and relationship management. She builds innovative practice into her work and sees herself as a learning catalyst. She challenges organisations to think differently in order to adapt for the future. Cheryl Doig works internationally with education and business leaders, and with organisations that want to challenge the status quo.

A recognised leader in education – previously a highly successful school principal, Teaching Fellow in Educational Management and school reviewer. Under her leadership both Richmond and Fendalton schools received national recognition, including the Goodman Fielder School of the Year. Cheryl has been the recipient of a number of prestigious awards including the Beeby Fellowship and the Woolf Fisher Fellowship.

Cheryl has been a member of a number of advisory panels and planning groups at national and regional levels. She has been involved in the development and implementation of leadership programmes in New Zealand and Australia. Cheryl is a member of the ACEL Leadership Academy, an affiliate of Core Education and a member of the Neuroleadership Institute.

An experienced speaker and writer – Cheryl is a Professional Member of the National Speakers’ Association of NZ (NSANZ), and a member of the Global Speakers’ Federation. She is is available for keynote presentations, workshops and facilitation both nationally and internationally. She is a certified practitioner of the Herrmann’s Brain Dominance Instrument, which she uses as a tool to aid individual and team understanding. Cheryl is also an accredited facilitator of Four Quadrant Leadership.

Writing is also an area of expertise. In 2000 Cheryl wrote her first book Quality the Richmond Way and in 2009 her new ebook series Talking the Walk: Walking the Talk was launched. Others in the series will soon follow. Her blog, tweets and wikis are linked to this website.

David Duffy

Systems Manager – Think Beyond
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David Duffy has a depth of knowledge and experience in the education area, having been a classroom teacher, adviser to schools, lecturer and deputy principal. He maintains a strong interest in the continuing development of teachers from the pre-training phase through to current practitioners and continues to maintain a presence at many conferences and educational forums. David currently maintains the systems for the organisation, and manages contracts and programmes.

 

Donna Frame

Learning Systems Leader

Donna has been a teacher, senior leader, lecturer and a school principal.  She is passionate about education and making learning authentic and innovative, and is continually drawn back into the classroom.  She enjoys sharing her experience with students and colleagues and loves learning.  Donna has lived and travelled in many countries, thrived on being immersed in their cultures.  She has provided professional leadership in Fiji and Abu Dhabi and now supports learning through Think Beyond’s sister site ALPinE Leadership.  Donna currently lives in Christchurch with her family.

 

Daniel Coats

Online Support

Daniel Coats is a student and passionate writer. Always eager to share his ideas on technology, education and our rapidly changing world, he has spoken at the 2010 Ulearn Conference and represented New Zealand at the International Future Problem Solving competition, placing second. He regularly publishes short anecdotes on technology, leadership and life at Daily Decorum, as well as maintaining a portfolio of short stories and poetry at Brite Writing. You can also get in touch with him on Twitter, @danielcoats.

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Home

Thursday, April 30th, 2009

Welcome to Think Beyond

An organisation passionate about collaborating, challenging and creating to meet your future leadership needs.

Collaborating

  • Listening to your needs and meeting them together
  • Growing a relationship based on trust and support
  • Building local and global networks through online environments
  • Extending skills in communication and facilitation

Challenging

  • Stimulating debate and thought leadership
  • Focusing on future trends in leadership
  • Using research and practice to think beyond status quo

Creating

  • Extending future leadership practices through innovative practices, strategies and thinking
  • Envisioning the future – creating the pathway to change
  • Developing future leadership capabilities
  • Leadership focused on adapting to change and dealing with complexity

Congruency – our underlying principle

  • Think Beyond has the constant aim of living by its beliefs.
  • We uphold ethical behaviour, integrity, reliability and confidentiality.
  • We work with thought leaders who have similar congruent beliefs.

We work globally, both through face to face connections and using web 2.0 tools. Connect with us if you wish to grow leadership for the future.
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