'People do not need to be managed, they need to be unleashed.'
Just had a very thought provoking and defining week of PL. Our focus has clearly be defined by the idea of developing the capabilities of our teams. Moving away from telling mentors what to do and ensuring they think for themselves. My initial impressions are that I am pretty good at allowing mentors to have autonomy and they have many opportunities to take responsibility and lead our habitat. The crucial question is now to ensure that we are all agree on expectations and belief so we have the confidence to take decisions that we know the habitat will be happy with.
There is a new world to explore here. If we are trying to help other people think, we might develop a whole new set of skills - such as the ability to create the physical and mental space for people to want to think, the ability to help others simplify their thinking, the ability to notice certain qualities in people's thinking, the ability to notice certain qualities in people's thinking, the ability to help others make their own connections.
These are some of the most important skills that leaders must master today, and central to being a Quiet Leader.
Early days with the book but the idea of developing the mentors ability to think as opposed to simply giving them opportunity will be crucial. The idea of mentors 'wanting' to think will be one of the biggest challenges because at the moment seem tired and lacking the energy to think about things. Providing the opportunities and developing the ability will require a strong purpose and to be focused. The inspiration to read this book came from Darran who spoke how he is empowering mentors to drive deeper thinking around working together in the habitat is something I want to develop in Coronet.
There is a new world to explore here. If we are trying to help other people think, we might develop a whole new set of skills - such as the ability to create the physical and mental space for people to want to think, the ability to help others simplify their thinking, the ability to notice certain qualities in people's thinking, the ability to notice certain qualities in people's thinking, the ability to help others make their own connections.
These are some of the most important skills that leaders must master today, and central to being a Quiet Leader.
Early days with the book but the idea of developing the mentors ability to think as opposed to simply giving them opportunity will be crucial. The idea of mentors 'wanting' to think will be one of the biggest challenges because at the moment seem tired and lacking the energy to think about things. Providing the opportunities and developing the ability will require a strong purpose and to be focused. The inspiration to read this book came from Darran who spoke how he is empowering mentors to drive deeper thinking around working together in the habitat is something I want to develop in Coronet.
Doing the thinking for other people is not just a waste of our own energy; it also gets in the way of other people working out the right answers.
Action: ensure mentors are not passive with progress pebbles - they create them, not given them. Giving mentors ownership of creating them will make it more likely they use them. We will have a regular slot in our team meeting to discuss progress pebbles, this will give mentors the opportunity to share valuable knowledge and understanding of the curriculum.
Too many thoughts, too little time - we can make a tremendous difference to other people's thinking by helping them clearly identify the insights they would like to hardwire, and over time reminding them about these insights.
Action: to help mentors 'hardwire' their understanding of the progress pebbles we will discuss them and how we are using them, every week - it is understood that they will be a regular item on the agenda. Knowing that we will discuss it each week has placed a cognitive emphasis on it as well as a practical sense too. As long as continues to feel relevant and helpful for students this approach will 'hardwire' connections for the mentors and this new approach will become the norm.
Too many thoughts, too little time - we can make a tremendous difference to other people's thinking by helping them clearly identify the insights they would like to hardwire, and over time reminding them about these insights.
Action: to help mentors 'hardwire' their understanding of the progress pebbles we will discuss them and how we are using them, every week - it is understood that they will be a regular item on the agenda. Knowing that we will discuss it each week has placed a cognitive emphasis on it as well as a practical sense too. As long as continues to feel relevant and helpful for students this approach will 'hardwire' connections for the mentors and this new approach will become the norm.
I absolutely agree that growing capacity as thinkers and leaders for the mentors is key. I see your role as leader to continually be challenging the school vision and the why behind things. Allowing all to have equal voice in constructive discussions will allow the thinking to 'bubble away'.
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