Learning from my Blacksmith's Forge
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The document summarizes a keynote presentation on using self-evaluation and planning to drive success. It outlines two maxims: 1) keep things simple and 2) value colleagues' skills and knowledge. It then describes four questions leaders and teams can ask to guide self-evaluation and planning: 1) how well are we performing now? 2) what evidence supports our judgement? 3) what will help and hinder our success? 4) what are we planning to do next? Answering these questions helps create a cycle of continuous improvement through vision, judgement, analysis and action. The document provides guidance on answering each question and emphasizes that meaningful improvement comes from all staff taking responsibility through this process.
Learning from my Blacksmith's Forge
- 1. ©JohnPearce 2016 www.johnpearce.org.uk #ATTStaffDay 1 To watch videoclick here Commentary In the Keynote Video, Ispoke of 2 maximsthathave guidedmyworkand wenton to explain whyand how answering4simple questions,honestlyandopenly, canleadtosuccess,notjustineducation butinany humanendeavour. Thiscommentaryandguidance isofferedforthose whowanttodelve intomore detail. The 2 maximsand 4 questions were forged,inthe heatof school improvement, asI worked toempower leadersandtheircolleagues tostandupand speakfor themselves,ratherthan merely waitforothersto impose theirjudgementsandopinionson them. Theyare basedona belief that nooutsidercanunderstand the intimacy of a professional’sworkbetterthans/he. I have foundthat whenteachersandleadersgrasp responsibilityforansweringthe questions they goonto supportandchallenge eachotherand strengthen keyelementsof theirleadership:vision- judgement- analysis- planning. Evenbetter,theycommission supportand challenge fromrespectedandtrustedothers, they cannow regardas professionalequals. The more individualsandteams answerthesequestions,confidently,the more theylearnand demonstrate deeperskillsinself-evaluation andplanningforimprovement. Theirconvincinganswers,overtime, complete virtuouscyclesof improvementactivity aseachrevolution, completedwithrigour,identifies the marginal gainsthat leadtoindividualandteam success. Nothingimpressesobserversmore thana self- evaluatingteam. There isnobetterpreparationforexternalinspectionbecause self-evaluationandplanning meansteacherled, informeddiscussionand,invariably, validationforthe team’sjudgementand planning. Transformational leadersknowthistruth. Theyunderstandthat achievingsuccessis aboutall colleagues ina teamtakingresponsibility. Theyknow thatsuccessful organisations are made upof individuals andteams, all of whomcan answerthese 4 questions. Putsimply,meaningful improvementwill only be achievedwhen staff and studentsbelieve that,“Lookingatwhatwe do, witha view todoingbetter nexttime,ispartof our work”. Meaningful becomessustainable whenall witness the impactof theireffortsovertime. Self- evaluationcanbecome aself-believing,self-sustainingandself-fulfillingphilosophy. I endedbysayingthatthis is deceptivelysimple stuff andstressingthe critical determinant,in anindividual, or team’s,success,istheirwill toundertake the rigorousself-evaluationIdescribed. If we reallywantto succeedwe have to be preparedtoface down our demonsand face upto our successes. It’sourwill,more than our energy,thatdrivesusinthis. Keynote Video Commentary 4 Key Questions for TransformationalLeaders and their teams.
- 2. ©JohnPearce 2016 www.johnpearce.org.uk #ATTStaffDay 2 The 2 maxims 1. Keepit simple,it’ll getcomplicatedanyway – start complicatedand you don’tstand a chance. Whenbusiestwe are mosteasilytempted intoshinynew complexities,as we pile up new approaches andsystems. The bestdesignsstripawayall the unnecessarydetail. So, workhardat removingthe encumbrances,the barriersandthe overwhelminginorder tofocuson the important. 2. Neverunderestimate the skills,knowledge,understanding,ornous(practical intelligence) ofyour colleagues. Far toooftenwe ignore this wisdomandfall backon a qualitycontrol,orregulatory approach to teachingandlearningwithanexaminer,orinspector,standingatthe outputend judgingquality. Byvaluing,respecting,listeningandworkingfromthe perceptionsof those inthe systemwe create a qualityassurance approach – whichcan be farmore efficientandsustainable. 4 Key Questions – guidance These questionscanbe appliedtoanyhumanendeavourbyanindividual,orteam. Theyare plural here to emphasise theyare questions askedbyaTransformational Leaderof his/herteam. Theyare intendedtobe answeredbythe team,workingtogether. Obviously,theycanbe askedbyeachindividualof her/himself in relationtotheirownwork,withinthe team. 1. How well are we performing now? Your answerto Question1shouldbe a clearand honestjudgementabouthow well youthinkyouare doinginrelationtoa visionof expectations. So,it’saboutsurfacingthatone word,number,letter,or descriptorwe all sense aboutourwork(or shouldbe doing).Thinkof acontinuumfromyourworstto your bestandask yourself,“Where we are now?”inrelationto,“Where we needtobe”. You should: make a simple and clear judgementstatement. “My judgementisthat we are……” e.g.Grade 1 outof 5 / Silver Medal/ 4 Star/ C+ / Meeting Expectations /Outstanding. Whilstothersmay agree,or have differingviews, thisjudgementmustbe yours (if it’sforyourwork) and agreed (if it’sfor the team’swork). Makingthis judgementisthe startof takingresponsibilityforanswering the nextquestionssuccessfully. Reference yourjudgementto agreedsets of criteria or competencies. “Thisjudgementmeets criteria in…” e.g.Ofsted, ProfessionalStandards,LocalDescriptors. If there are no setcriteria,or competencies, draftyourownforcurrent andimproved,levels of performance. ( Many aredoing this, currently, to replace NationalCurriculumLevels in the #lifebeyondlevels debate. ) 2. What evidence justifies thisjudgement? Remember, yourjudgementsremainopinions,toothers, until youconvince themwithtelling evidence. So,youranswerto Question2shouldbe a “GoldenParagraph”summarisingthe critical information anddatathat justifiesyourjudgementinQuestion1. Source only the mostcompelling evidence toprove yourjudgementisaccurate. Remember- Keepitsimple, itwill becomecomplicated anyway … Youshould: look for a mix of quantitative and qualitative detail, triangulate by usinga wide range of sourcesand people, precisthe complexitybut be prepared to furnish more detail if requested. Questions1 and2 shouldhave established thevalidityof your judgement(they are the equivalentof the Self-EvaluationForm(SEF). Questions3 and 4 are at the heart of Success Planningbecausethey move into analysispriorto creating your,all important, ActionPlans for success.
- 3. ©JohnPearce 2016 www.johnpearce.org.uk #ATTStaffDay 3 3. What will helpand hinder our success? You and yourteamare held, “Where youare” because the forcesthatHELP progressto, “Where you wantto be” are weaker,orbeingfrustrated, bythose thatHINDER. In Question3,to start closingthe gap, you should: analyse and listthe people,resources,informationand support that have providedhelp,or might yet offerhelpas you strive for success, analyse and listthe people,resources,informationand support that have hindered,ormight yet be a barrier to progress Take time weighingupthislist and,whensure youhave hammeredoutall the factors: accentuate the positive forces but also identifythe negative factors you can influence, prioritise those you can mobilise andfavour those offeringthe greatestpotential impact. 4. What are we planning to do next? AnswerstoQuestion 4(foreach priorityin Question 3) create simple, prioritised actionplanstoachieve the marginal gainsthat will combine toachieve yourdesiredlevel of performance.Youplantoaccelerate progressby harnessingwhat helpsandclearyourpath to improvementbyremoving barriers. The example “PlanningStrip”hasheadingsWHAT– WHO – SUCCESS CRITERIA - WHEN. There are more complicatedversions.Whicheveryouuse youshouldbe able to specify: who will be doingwhat, by when,to achieve… the specific,measurable resultsyourequire and the resource implications (beclear, unambiguousand realistic in whatyou write on each strip) Finally, implementthe plansandevaluate theirimpactbyreturningtoQuestion1. Transformational leaders involve andcollaborate withcolleaguesknowingthisbuilds theircapacitytomake sustained progress byloopingthroughthe 4 questionsin acontinuous cycle: VISION- JUDGEMENT - ANALYSIS- ACTIONlinkingon to: VISION(re-adjusted?) - JUDGEMENT(updated?) - ANALYSIS(refreshed?) and ACTION(re-focussed?)
- 4. ©JohnPearce 2016 www.johnpearce.org.uk #ATTStaffDay 4 FOLLOW UP The materialsfor this Keynote (and extras) can be downloadedfrom www.johnpearce.org.uk clickonLATEST EVENT MATERIALS Materialsavailable include: 1. The full Keynote Video - https://vimeo.com/189529123 2. The original handouts(4Questions& PlanningStrips) 3. More detailedguidance (Thispaper) 4. The iAbacusImprovementModel –Thinkingbehindthe 4Questions 5. 5 ShortVideosof Learningsfromthe Workshop: Oldtoolsversusnewtools - https://vimeo.com/189439357 Creatingsomethingunique - https://vimeo.com/189439392 Slidingabead- https://vimeo.com/189439419 Keepingyourtemper- https://vimeo.com/189439456 Goingwiththe grain - https://vimeo.com/189439485 You alsohave access to my otherwork materials clickhere ABOUT John Pearce Unlike many colleagues who've beeninvolvedineducationforover40 years,I’m toldI have maintained a hope and realismfuelledby awickedsense of humour. Firstahappyand successful teacher,thenmiddle and seniorleaderIbecame adviserandeventuallyDeputyChief InspectorforNottinghamshire in 1993. Goingfreelance,in1998, allowedme tofocuson school improvement,ratherthaninspection. Roles have included:Consultant;Headteacher;Executive Coach,NationalCollegeLeadFacilitator&Regional CurriculumAdviser. Myspecialismisself-evaluationandsuccessplanning whichisincreasinglyapplied across Education,BusinessandLifestyleandnow http://www.iabacus.co.uk. All mywork inEducation is aboutcreatingrespect,value andbelief inthe professionalismof teachersandtheirleaders. A finerbalance involves:family,chairing The KenyanEducational Trust ,blacksmithing,sculpture andclimbinghigh mountains,preferablycoveredinsnow. John Pearce 30/10/16