Whether you’re a head teacher, a senior or middle leader or a corporate executive, as a leader, you set the tone and model the behaviour for the culture you want to create in your organisation. To do this you have to ask yourself: What do I value most?
If I work hard, I’ll be successful and if I’m successful, then I’ll be happy. This is the basic formula for happiness in schools and work the world over.
Critical thinking, digital literacy and real-world problem solving are some of the key principles to 21st Century education.
If you survey your staff (or even a sample) and discover they are dissatisfied, take note of the underlying reasons and address.
In any service or school, the productivity/output and level of performance is tied very closely to the culture. Where there is a stifling culture, performance is often mediocre. By contrast, where there is a culture of innovation and modern leadership there tend to be high-performing teams that value consistent growth and learning.
There’s no question, if you are a leader in any sector, to survive and thrive means developing a coherent strategy.
As workplace culture continues to shift, leaders and managers find themselves needing to take a new, modern approach to attract and retain younger staff. Millennials don’t thrive in or even tolerate the old command-and-control structures.
Our modern education system isn’t all that modern; the last major innovation in education was made more than 100 years ago. And, even now, when we talk about education reform, it’s often with retroactive perspective and a traditional tone.
