1. Leading people and effective teams
(Continued)

2. RECAP from last time...

3. RECAP from last time...

4. Connecting the dots
Consider some of the aspects
that we have covered so far in
our learning journey.
What progress are you
making?
How far is the MLDP affecting
your behaviour?
Celebrate any achievements
(no matter how small!)

5. Where are we on our learning journey?
1. Leading and managing the organisation – the
importance of middle leadership
2. Leading in a diverse system – importance of
context
3. Leading Teaching & Learning - the moral purpose
– closing the gap
4. Leading people & effective teams – the
importance of trust & high performance culture
5. Leading change & continuous improvement
6. Developing your own leadership potential

7. Our learning intentions for today
• Understand the factors which influence the
effectiveness of a team
• Analyse and evaluate the effectiveness of the
team you lead
• Identify your role in building an effective team
• Understand the importance of trust in
effective schools and teams
• Develop practical strategies to improve the
effectiveness of your team

8. My Teams
• Individually write
down as many
teams as you can of
which you are a
member
• Who‟s got the
most?
• What are they?

9. My Teams
• Reflect on your experience
of being in teams
• Successful? Dysfunctional?
• List as many contributing
factors that made teams
successful and those that
made teams dysfunctional
(each individually on
separate post it notes)
• Place on the corresponding
chart

10. Of all the qualities of an educational leader
TRUST is probably the most important

11. Trust in Leadership – Stephen Covey
Stephen Covey talking about Trust in business leadership
http://www.youtube.com/watch?v=CciecbzzH-
g&feature=related
http://www.youtube.com/watch?v=jb3s-
5IK2Ws&feature=related

12. Key components of relational trust
Bryk & Schnider
• Respect – recognising the integrity of all of those involved
in a child‟s education and their mutual interdependence.
• Competence – professional capability and the effective
discharge of role and responsibility.
• Personal regard for other – mutual dependence and
caring leading to a sense of interdependence and
reciprocity.
• Integrity – consistency, reliability and a clear sense of
moral purpose.
• Link to JWB Document p31

13. Would you trust this man?
Psychology researchers has
developed a computer
program that allows
scientists to analyze better
than ever before what it is
about certain human faces
that makes them look either
trustworthy or fearsome. In
doing so, they have also
found that the program
allows them to construct
computer-generated faces
that display the most
trustworthy or dominant
faces possible.
Here is a face Princeton
Ooops! Clearly not! researchers found to be most
trustworthy in the study
MLDP - Module 4

14. Would you trust this man?
Psychology researchers has
developed a computer
program that allows
scientists to analyze better
than ever before what it is
about certain human faces
that makes them look either
trustworthy or fearsome. In
doing so, they have also
found that the program
allows them to construct
computer-generated faces
that display the most
trustworthy or dominant
faces possible.
An interesting bit of research but not much use unless
you‟re willing to consider plastic surgery!
Here is a face Princeton
researchers found to be most
trustworthy in the study
MLDP - Module 4

15. Developing an understanding of the
importance of trust in team effectiveness
• In 3 groups annotate a
„trustworthy leader‟ on a
flipchart sheet
• Consider the people you really
trust and why
• Elicit the key characteristics,
behaviours, attributes of
trustworthy persons

16. To quote……
“…One of the most powerful indicators of the level
of trust in a school is the extent to which
leadership is distributed or shared , that is, the
extent to which leadership is „total‟ and seen as
collective capacity, or personal to one
person or a few individuals..”
John West-Burnham NCSL
“When trust is high, the dividend you receive is like
a performance multiplier”.
Steven Covey (2006)
MLDP - Module 4

17. The dividends of trust

18. The growth of TRUST in the maturity of organisations
Mature
Immature
Shared authority
Personal Power
Power fully distributed
Low trust
Teams
Dependency
High Trust
Interdependency
Control Delegation Empowerment Subsidiarity
Where would you place your school on the continuum of low-high trust?
Why is your school at that particular point?
Now repeat the questions for your school team and your classroom

19. Personal reflections:
• To what extent do you feel trusted by those
who lead you?
• To what extent do you feel that those whom
you lead, trust you?
• What does this allow you to do or prevent
you from doing?
• What can you do to improve trust in your
circumstances?

20. Who has recognised the importance
of high performance teams?
“A common factor in all the schools is a very strong
emphasis on team working. The evidence suggests that this
is indispensable for sustaining excellence. The ingredients
take time to build up. They include a common sense of
purpose, shared values, trust, and openness;
willingness to share practice and learn from each other;
readiness to inject new ideas and take risks. Pupils gain the
benefits through a consistent approach, from the quality of
teaching and learning and the richness of curriculum, and
from the strong values and ethos. Staff feel professionally
invigorated by such an environment and staff turnover tends
to be low. However, such schools produce future leaders,
and they have sufficient momentum to survive changes of
key staff. “
Ofsted (2009) study Twenty Outstanding Primary Schools highlights the
importance of effective teams:(p38)
MLDP - Module 4

21. Task – Audit Review
• Pair up. In turn pick one of the aspects you
have rated highly and tell your partner what you
see in your team that made you rate it highly and
what have you done to help make it so.
• 3 groups. You have 3 flip chart sheets one for
each of 3 aspects of the audit; groups do 1-3, 4-
6 or 7-9. Title each sheet with the aspect then
divide in half. Label the halves “What does it
look like?” and “How do I get there?” 10 mins
• Tac to wall for display & share

22. Understanding the effective team
Quiet reading time: P.35-37 of JWB
- Criteria for team effectiveness
- Alignment
- Design
- Review
- Relationship
- Learning
- Trust

26. Developing your TEAM
• Middle leaders can often have
the greatest impact when they
perceive their leadership as
supporting the learning and
development of their
colleagues. It is argued that one
of the key characteristics of
high-performing leaders is they
focus on building capacity in
their team.

27. Team based learning task
• Split into 3 different groups.
• GpA – Action Learning
• GpB – Mentoring & Coaching
• GpC – Reflective Practice
• Read P38/39 on your strategy to support team
based learning
• As a group prepare a short presentation for the
other groups which explains the theory of your
extract and how you might use this to develop
your teams. 10 mins prep. 3 mins presentation

28. Reflection Time
• Individually reflect on the content of today and make some
notes setting out short, medium and long term actions from
this session. Consider:
• How can I build trust?
• Which elements from the high performing teams audit can
you develop – how?
• Which components of effective teams will you develop?
how?
• What are the implications of Belbin‟s team roles for your
team? What can you do?
• What strategies will you use to promote team based
learning?
• What from today can help you with your leadership
challenge?

29. Remember….
• Control the controllables
• One step at a time

30. Next steps....
• Blog
• Mod 4 reflections with
coach
• Plan a team building
activity
• Book Friday 27 Saturday
28 April
• Read around Modules 5
&6
• Model trustworthy
behaviour