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Explore the exemplary and selfless leadership of Keisha Hayle, principal of Padmore Primary School, and learn about game-changing strategies to improve student outcomes and school culture. Discover the keys to effective leadership and how to motivate teams to reach their highest potential. This video presentation showcases the transformative power of game changers in education.
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CONNECTING THE DOTSrevolutionizing educational practices for the 21st century KEISHA HAYLE Haylekeisha@yahoo.com
The University of Technology honoured Ms. Hayle, who is principal of the Padmore Primary School in West Rural St. Andrew, for her “exemplary and selfless leadership in education” and for consistently “striving for academic excellence at the Padmore Primary School, for going beyond the call of duty, and for unstinting care for the education of the children of the community.” The University called Ms. Hayle a “selfless, dedicated, committed and extremely hardworking philanthropist” who has taught and mentored over 5,000 students in the community. UTech, Jamaica, praised Ms. Hayle for turning around the fortunes of the school, which in 2015 became a top performer in Grade 3, Grade 4 and GSAT examinations. Students from the school achieved 100% passes in examinations at these levels, moving the institution from the bottom of the National Education Inspectorate’s performance list. The Sunday gleaner 9th April, 2017.
SCHOOL LEADERSHIP- GAME CHANGERS:CONNECTING THE DOTS TO IMPROVE STUDENTS OUTCOMES AND SCHOOL CULTUREWHO IS A LEADER?WHO IS A GAME CHANGER?
Video presentation done in the Padmore District unstaged. The community speaks…
Leadershipof a team can be the difference between success and failure. Leadership is the process of determining goals for the team and finding a way for the team to meet those goals. Leadership involves finding ways to motivate team members or employees to reach their goals. Learning how to motivate for leader is not easy, as each employee or person on his team may have to be motivated in a different way. Finding out how to get each team member or employee to perform at her highest level is the job of a leader.
It does not take a specific title to be a leader. Instead, there are skills leaders have that make others want to perform at a high level when either working with them or for them. Leaders improve the performance of everyone around them.
At one time or another all great leaders experience something so big and so impactful it literally changes the landscape - it’s what I call a “Game Changer.” A game changer is that ah-ha moment where you see something others don’t. It’s the transformational magic that takes organizations from ordinary to exceptional.
RELENTLESS PURSUIT Ever wonder how people come up with the proverbial big idea? They work at it. Put simply, the best leaders proactively focus on pursing game changers. NEVER SETTLE FOR THE ORDINARY THE EASY WAY – Successful people are committed to the constant pursuit of game changers. They aren’t just dreamers - they are doers. Successful leaders are nothing if not persistent, committed individuals who understand potential is of little value if said potential fails to be realized.
Be OriginalOne of the things wrong with today’s leadership is there’s far too much rehashing of old ideas spun as new. Great leaders aren’t copycats. Leaders who pursue game changers have no patience for the status quo - they focus their efforts on shattering the status quo. Game changers refuse to allow their organizations to adopt conventional orthodoxy and bureaucracy - they challenge norms, break conventions, and they encourage diversity of thought. The message here is a simple one - don't copy create. Don't just play the game - change the game. The goal is to create, improve on, and innovate around best practices in order to find next practices.
Develop a clear PurposeLeaders who create or inspire game changers are nothing if not aware. Not only are they self-aware, they’re aware of the emotions and needs of others, and they are also clearly aware of what will be embraced in the market. They possess a refined blend of intrinsic curiosity and extrinsic focus. Perhaps most of all, game changing leaders are in touch with a greater purpose - they understand the value of serving something beyond themselves.
TELL YOUR NEIGHBOUR HE OUR SHE WAS BORN TO BE A GAME CHANGER CONVINCINGLY The school leader has to be a visionary so you can impact the school culture and the community where the school exits positively
Take the qualities I’ve mentioned above and apply them to the following framework and you’ll find ah-ha moments a bit easier to come by. The following 6 steps represent my personal process for finding and implementing game changers – I call it SMARTS (Simple-Meaningful-Actionable-Relational-Transformational-Scalable):
Simple – While not all game changers are simple, the best ones usually are. It was Albert Einstein who said, "If you can't explain it simply, you don't understand it well enough." In most cases simple can be translated as realistic, cost effective, quick to adopt, and fast to implement. Don’t get entangled in complexities - become heavily invested in simplicity.
Meaningful – game changers have great purpose, meet a need, solve a problem, serve an existing market, or create a new one – they are meaningful. Most leaders get sucked down into the weeds and spend too much of their valuable time majoring in the minors. If it’s not really meaningful, if it doesn't serve a greater purpose, if it’s not a game changer, why do it? Ideas, products, services and/or solutions that focus on value creation fare better than those that don’t.
Actionable – It’s not a game changer if whatever “it” is never gets off the drawing board. If you cannot turn an idea into innovation, if you can’t put thought into practice, then it’s not a game changer. By definition game changers happen, they exist, they have life. They don’t lurk in the shadow-lands of the ethereal and esoteric, they become reality.
Relational – I have found game changers enhance, extend, and leverage existing relationships, as well as serve to create new ones. When you get down to brass tacks, all business boils down to people (employees, customers, partners, investors, vendors, etc.), and people mean relationships. Real game changers understand the power of people and relationships, and they embody this in both their construction and implementation. If you forget the people, you cannot have a game changer.
Transformational – I have yet to see a static game changer. By definition, a game changer causes change. If nothing changes, if nothing is created, if nothing is improved, if nothing is transformed, then you don’t have a game changer. A lesson that I learned long ago is that you simply cannot experience sustainable improvement without transformation.
Scalable – if it’s not scalable it’s not a game changer. An idea that offers no hope of a future will more often than not turn into a nightmare rather than fulfill a dream. True game changers are built with velocity and sustainability in mind. The best thing about real games changers is they build upon themselves to catalyze other accretive opportunities.
