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Leading a cultural change: where do you start Barbara Laidlaw Brentwood Secondary College Watsons Ro


... don't show that I'm happy to be here too? ... Easter Bunny. Morning Tea on Report Writing days. Go out for Arvo Tea ... The happy vibe' Kids talking to you ... – PowerPoint PPT presentation

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Title: Leading a cultural change: where do you start Barbara Laidlaw Brentwood Secondary College Watsons Ro

Leading a cultural change where do you
start?Barbara LaidlawBrentwood Secondary
CollegeWatsons Road, Glen Waverley 3150ph 8545
0300 fax8545 0355lai_at_brentwood.vic.edu.au
  • Transformational leaders know what is wanted,
    communicate those intentions successfully,
    empower others, and know when and how to stay on
    course and when to change.
  • Developing and maintaining relationships is a key
    part of this process of developing a shared
    vision for the future of a school, as is
    innovating new ideas and evaluating their
    progress and overall effectiveness.
  • Thomas Sergiovanni, Leadership and Organisational
    Culture (1984)

Sergiovannis Leadership Domains
  • Technical
  • Human
  • Educational
  • Symbolic
  • Cultural
  • THE-Secondary College

  • Technical plans, organizes, coordinates,
    manages resources.

Human supports, encourages, motivates
  • Educational professional knowledge about
  • Community of Learners.
  • Symbolic modelling goals and behaviours,
  • walk-the-talk, eg, how we
    speak to students please thankyou
  • Cultural strengthens articulates
  • beliefs, cultures and
  • www.sofweb.vic.edu.au
  • Blueprint for Victorian Schools Building
    Leadership Capacity

November 2002 the position was advertised LT2
Information Resources/Library Services
ManagerWhy did I apply? I needed a
sea-change!Research the position No tour of
the school! No background on the vacancy! Not
much on the library page on the web site! The
ICT managers job e-mailed to me!I walked
around the outside of the school on Sunday
morning to try to get something about the place!
Prepare for the interviewI went into swat for
the exam mode!Thankyou to my coaches Joy
Board - Beaconhills College, Pakenham Chris
Clayton Cranbourne S.C. Mary Manning the
SLAV publicationsPrepared an Action Plan to
leave with the panel for the last questionDo
you have anything you would like to
add?(included in your notes)
  • History of Brentwood Secondary College library
  • Long-serving staff
  • 1 full time library manager,
  • 1 0.7 Teacher-librarian (2 history classes),
  • 1 0.5 library assistant

  • Premise behind decisions affecting the library
    prior to the arrival of the current Principal
  • Books are out, the internet is in.
  • Therefore
  • no need for much of a budget to waste on books
  • no need for more library staff because theres no
    need to buy many books
  • Thus 75 of the book stock was gt10yrs old

  • I came to BSC with a completely different
    approach to the library. This was an opportunity
    to do things differently.
  • This was a sideways step on the career ladder and
    I was relieved to have a change of leadership
  • I changed how I thought about my role as Head of
    the Library.

  • The way we see the problem is the problem.
  • Inside-out means to start first with self
    even more fundamentally, to start with the most
    inside part of self with your paradigms, your
    character, and your motives.
  • The inside-out approach says that private
    victories precede public victories it is futile
    to put personality ahead of character, to try to
    improve relationships with others before
    improving ourselves.
  • The 7 habits of highly effective people by
    Stephen R. Covey(1990)

  • The 3 Rs vital for a learning community

  • How can I hope to have students and teachers
    enjoy coming to the library if I dont show that
    Im happy to be here too?
  • Relax gt Smile gt Chat gt Greet them
  • Every time they come into the library!

  • Have a plan with a time-line
  • Discuss this with a critical but sympathetic
  • Get your own house in order first
  • Set short-term goals the to-do list
  • Keep checking in on your long term goals

  • Listen a lot and speak a little
  • Ask non-judgemental questions
  • Dont be comparative about previous schools
  • Build trust through building relationships
  • Act on matters that are important to the team

  • Distributed leadership empowers team members.
  • Performance Development
  • What are their particular skills and areas of
  • What PD would they like to undertake?
  • Make this happen!
  • Be the guide on the side with your staff and
    not the sage on the stage!
  • Leadership that is genuinely devolved builds
    confidence and strengthens your team

  • Advertise! Advertise! Advertise!
  • Success breeds success!
  • Spread the word about how good your team is!
  • Praise your staff to students and teachers.
  • If a colleague thanks you for a job, ask them to
    thank your team member who actually made it
  • Students are keen observers of adults and they
    KNOW what library staff think of each other and
    of the teachers.
  • Big people are the role models for the young
    people they see and hear EVERYTHING

  • 2006 BSC library team
  • 1 full time Library Manager appointed start of
    Term 2
  • 1 0.7 teacher librarian who has control of the
    fiction budget, Premiers Challenge, Yr 7
    program, author visits, reading club
  • 1 Library Technician cataloguing, invoices, AV
    library bookings on-line
  • 1 Library Technician the Library monitors,
    library displays, circulation
  • 1 0.5 Library Assistant AV equipment off-air
    recording, book processing
  • Integration aides whose students are absent
  • Use data to support the application for an
    increase in staffing

  • Staff Difficulties
  • Its tough get some PD if you need it keep a
    member of the Principal team informed
  • Focus on the work and service to the clientele
  • Keep expectations clear and explicit
  • OHS and Work-Cover claims are not personal. Get
    independent advice eg a workplace assessor
  • Examine your own behaviour monitor your own
  • Check that Duty Statements accurately reflect the
    tasks, including hours of duty
  • Get your own copy of the SSO guidelines and
    check that you are managing within these
  • Behaviour unchallenged is behaviour condoned
    Poor work practices that have become entrenched
    have also become normalised. To challenge these
    will cause upset.

  • Have fun! Share a laugh! Have a joke!
  • Birthdays
  • Easter Bunny
  • Morning Tea on Report Writing days
  • Go out for Arvo Tea
  • Have lunch together for special birthdays
  • Most of us spend more time during the week with
    work colleagues than we do with our families!

  • Outside-in approach
  • What do library users want and what do they
  • Focus on customer service because that is what
    they will notice!

  • Teachers
  • Faculty orders given the highest priority
  • Buy the resources they suggest notify them when
    theyve arrived
  • Faculty/Staff meetings in the library to display
    new resources
  • Books Bubbly gathering
  • PLT on Webquests
  • Support teachers with planning assignments
  • Value added make their time worthwhile
  • Discourage any talk of us them in your team
    by keeping the focus on student learning

  • Finance
  • Use data to apply for a budget increase
  • Your relationship with the Business Manager is
  • Be accurate efficient
  • Excel spreadsheet of library suppliers
  • Excel spreadsheet Subscriptions
  • Accounting Excel Spreadsheet
  • Improves your tracking of orders
  • Provides a service to Heads of Faculty
  • Streamlines your contact with suppliers

The students build connectedness with this
click go generation. (Andrew Fuller)
  • Relax with them
  • Smile
  • Greet them as they come into the library
  • Music before school
  • Board Games
  • Chess Club
  • Robotics
  • Fiction browsing
  • Use fine money to buy popular magazines
  • Displays
  • Competitions
  • Special events
  • Food Easter Eggs, Black Cats

  • How do you measure your success with the
  • Sheer volume of students in the library at
    recreational times, class bookings and students
    on passes
  • The happy vibe
  • Kids talking to you
  • Students putting pressure on the teachers to book
    into the library
  • The volume of items borrowed

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  • Distributed leadership Library Technician
  • A student leadership position in the college
  • Have status celebrate their contribution
  • graduation from training party
  • badge presented by the Principal
  • Newsletter
  • School Magazine team photo
  • Genuine responsibilities
  • Place to belong for the lost lonelies
  • Develops social skills and confidence through
    providing customer service

The Library Manager as an educational leader
  • First manage yourself!
  • Your personal image
  • Dress code
  • Work ethic
  • Work practices
  • Manner
  • Relationships
  • Conversations
  • What are you saying to the school community about
    yourself? Consider the inside-out message.

Contribute to and lead educational discourse
  • Know your stuff the Blueprint, The Flagships
    Strategies, VELS, PoLTS, D.E.T. initiatives.
  • Read professional journals/newsletters SLAV
    the Education Times, the AEU the VIT eg, the
    Renewal of Registration discussion paper.
  • Inside-out thinking read literature on
    educational leadership change management
    Elmore, Fullan, Hargreaves, Marzano, Perkins,
  • Go to the big event PD that is on offer, rich
    and stimulating.

Are you the custodian of the sheets of music or
are you the conductor of the orchestra?
  • Clean up the library
  • Throw out the old books with no pick-up
    attraction for the kids. Be RUTHLESS!
  • Create room on the shelves for books that staff
    students are encouraged to ask for!
  • Start collecting data age of the collection
    circulation loss rate bookings for library
    spaces numbers of students at lunchtime.
  • Make sure that cataloguing is consistent without
    being unnecessarily pedantic. Kids cant cope
    with huge Dewey Numbers!

  • Master Plan Process Library design conference -
    invite your AP to go with you!
  • Have a go at using the schools report package
  • Join School Council
  • Get onto the Management Committee
  • Education Sub-committees
  • PLTs Professional Learning Teams
  • Deliver PD to staff
  • Talk to ALL staff, visit staff rooms, go to
    social gatherings
  • Get library events onto the school calendar

  • It is easier to re-create yourself in a new
    school coming into a new job
  • It is hard to be a prophet in your own land
  • You can do a Lazarus! It takes inside-out
    thinking, positive self-talk energy

  • Cultures do not change by mandate
  • they change by the specific displacement
  • of existing norms, values, structures and
    processes by others
  • The process of cultural change depends
    fundamentally on modelling the new values and
    behaviours that you expect to displace the
    existing ones.
  • Richard Elmore, 2004

Applying for a leadership position
There are 3 parts to the process
  • The written application
  • The interview
  • Referees
  • Research the school website Charter
    curriculum network ask your contacts.

The written application the purpose of the
application is to get you short-listed for an
  • Opening letter give the panel some flavour of
    who you are, your educational philosophy and what
    you bring to the college.

  • Name
  • Home address
  • Business address
  • Record number
  • Classification
  • Current (leadership) position
  • Qualifications post-graduate first
  • Professional memberships
  • Professional work history chronological order
    starting with the most current include the years
  • 2003 current 2002-1997
  • Subjects taught

  • Positions of Responsibility Relevant to the
  • List chronologically from most recent most
    senior, back. Use the school as the sub-heading
  • Professional Development
  • Organise with sub-headings, eg, Management
    Educational Leadership Curriculum.
  • List chronologically from most recent

  • Choose carefully
  • Principal/AP your leadership
  • Peer collegial relationship significant
    understanding of your work
  • Library team member
  • Professional courtesies inform Principal ask
    the referee in person give referees a copy of
    application indicate particular areas you want
    them to emphasise.
  • Gender balance.
  • Tell all referees when you are short-listed or
    you receive notification that you will not be

  • Dont exaggerate.
  • All examples used must be able to be
  • Avoid repetition and dont pad it out
  • Avoid empty EDUSPEAK!
  • Have the application edited

  • A.T.Q.! Answer the Question!
  • Include aspects of the Duty Statement through the
    answers to the criteria.
  • Demonstrated capacity code for can develop the
    skills, not necessarily experienced, show the
    transferable skills relevant to the position.
  • Demonstrated ability experience to a high level.
  • Examples of experience WHAT you did WHY WHO
    was involved HOW did you plan implement
    evaluate OUTCOMES.
  • Use paragraphs and dot-points.

The interview
  • Do your homework.
  • Questions will come from the selection criteria.
  • Draft questions plan responses vision
    educational trends library team charter
    priorities professional learning student
  • Extended answer with follow up questions.
  • Organise a mock interview.
  • You can prepare question/s for the panel.
  • Prepare a concluding statement to draw the
    interview to a positive conclusion.

  • Register yourself and elect to be notified of
    library positions and/or Leading Teacher
  • Check your e-mail.
  • Prepare a basic application as a word doc.
  • Alter it according to the selection criteria for
    the individual school. Check the document to make
    sure you use the correct name of the school.
  • Copy and paste into the on-line application.
  • Check with the college that they received your
  • Send a hard-copy (or more if specified) to arrive
    by the closing date.

  • Are you the custodian
  • or
  • are you the conductor?
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