Releasing creativity through safe staff culture

1. Releasing creativity through safe staff culture Ray Tiller

2. Toxic staff culture ... produced by poor leadership - neglectful of people’s needs & sensitivities - Self seeking - fails to facilitate growth - manipulative - abusive ... stifles creative dynamic in the school ...

3. Free & vibrant staff culture ... produced by good leadership - responsive to people’s needs & sensitivities - humble - facilitates growth of individuals’ gifts - Collaborative & conciliatory - respectful & nurturing ... facilitates creative dynamic in the school ...

4. Characteristics of a dynamic & productive workplace 1. We are all “volunteers” to the service of our school’s mission before we are paid employees. 2. Everybody should feel valued, equipped & empowered - not trapped under someone else’s leadership.

5. What are the symptoms of staff culture that is becoming toxic, unsafe, or abusive??

6. Fear of speaking up Middle level leaders don’t lead Undercurrent of murmuring Lack of life, vision, enthusiasm People give up on creative initiative Loss of embrace of mission & core values

7. Fear of speaking up Middle level leaders don’t lead And what ... Undercurrent of murmuring Lack of life, vision, enthusiasm ... do the kids get? People give up on creative initiative Loss of embrace of mission & core values

8. What causes a leader to become “abusive”? Wrong modelling of leadership by other leaders Founding ownership – “this is my kingdom/ organization – everything depends on me” A narcissistic personality An identity weakness – an orphan spirit?

9. .... and positions of power can change us!! More credit + more blame = “it’s all about me” The “toxic tandem” – people give more attention to those over them than to those under them. • When in power, there is pressure on me to: • become more conscious of myself than others • think that the rules don’t apply to me • become disinhibited in expressing socially destructive feelings such as anger, arrogant disagreement, etc.**

10. sh ** A lesson from Jesus Christ ... And there was also a dispute among them, as to which of them should be considered the greatest. And he said unto them, The kings of the Gentiles exercise lordship over them and those who exercise authority upon them are called benefactors. But not so among you; on the contrary, he who is greatest among you, let him be as the younger and he who governs as he that who serves. For who is greater, he who sits at the table, or he who serves? Is it not he that sits at the table? Yet, I am among you as the One who serves. Luke 22:24-27  a ****** s

11. “… the rulers of the Gentiles lord it over them, and those who are great exercise authority over them …” Leader & his/her vision The vision & mission come from the top & all of the “minions” are simply responsible to carry out the leader’s vision Unproductive Destroys initiative Minions Minions Minions Minions

12. It is so different when we are not trying to build our own “kingdoms”. .... When we work humbly together, there are no “subjects”, ... It is about recognizing the gifts in one another. It is about freely submitting to one another and the willingness to listen and to be convinced if that is necessary. It is all about love and relationships. What stays and what nobody ever will be able to take away from anyone is that which we have done for- and what we have invested in other people. That is good fruit, which will stay. - Author unknown

13. Doing it the humble leadership way a. A radical servant-leadership attitude: Doulos Diakonos The waiter: “My only purpose for being here is your wellbeing & benefit.” The “love slave”: I have given up my personal ambition & career, to give my all to serve and bless you.

14. Doing it the humble leadership way b. The permission – courage pair Permission Courage – I am prepared to raise my concern with you Courage Permission – I give you permission to criticise my actions

15. Doing it the humble leadership way c. Make it safe for people to express concern & dissonance Validate concerns Even if it gets to this??? Avoid emotional reaction Avoid self-justification No reprisals

16. Doing it the humble leadership way d. Deal with concern & dissonance constructively REALLY value criticism Help them to make criticism CONSTRUCTIVE Teach fair fight rules

17. Doing it the humble leadership way e. Leaders’ Quarantine Deal with the issue professionally Hear the concern without interruption Process personal offence & insecurity privately Quarantine personal offence & insecurities Confront offences with dignity a few days later

18. Doing it the humble leadership way e. Parliamentary “Skunkworks” – a formal way to deodorise the little “stinkers” before they foul the air of your school culture. No complaint without a suggested solution Raise issues in writing & with notice Address issue to domain leader A parliamentary style meeting with fixed times & protocols, & controlled by the “speaker” Committee-style decision for action & report back

19. Doing it the humble leadership way f. Check yourself out with a 360 review Humble/ servant leadership To what extent do you feel that I am sincerely committed to the welfare and success of the people I lead and/or the benefit of our organization. Or do you feel I am more interested in getting my own way, or making myself look good? To what extent do people feel safe under my leadership? Or are they fearful of my actions or intentions? Do you trust me, are there any times that you have felt betrayed by me or suspicious of me, or felt that I have ulterior motives? Integrity & trust To what degree do you feel that I seek opportunities to learn, grow & change through my experiences? Do you think I seek and use feedback and learn from my mistakes? Do you feel I am open to and properly responsive to constructive criticism? Willingness to learn, grow & change

20. Doing it the humble leadership way f. Check yourself out with a 360 review Courage To what extent do you think I have the courage to take risks? Do you feel I am prepared to confront issues rather than just sweep things under the carpet? To what extent do you think I am insightful? Do you feel I am skilful at picking up and understanding the real underlying issues? Or are there times when I just don’t seem to “get it”? Insight How well do you & others regard my level of professionalism and skills in the areas in which I give leadership? Professional skill & respect

21. Doing it the humble leadership way f. Check yourself out with a 360 review Is committed to making a difference To what extent do you feel that I am committed to improve the achievement of our mission? Or do you feel I am just accepting our weaknesses & limitations because I don’t have the energy or courage to make changes? Brings out the best in people To what extent does my leadership evoke the best efforts, contributions, cooperation and enthusiasm in those I lead?

22. Some helpful reference books - business Dr Robert Sutton – Sanford University professor of Management Science and Engineering, Organizational Behavior by courtesy Building a civilized workplace and surviving one that isn’t How to be the best and learn from the worst

23. Some helpful reference books - spiritual Recognizing & Escaping Spiritual manipulation and False Spiritual Authority ... How to break free from Bad Church Experiences

24. Workshop Task #1 Rate your workplace (1 = very bad; 10 = excellent) on each of these “symptoms” of an unsafe or “abused” workplace environment. Discuss with one or two others why you have made these ratings. • Fear of speaking up – it is not safe to dissent or express concern. So I just shut up. • Undercurrent of murmuring (people express their concerns horizontally rather than vertically). • Middle level leaders don’t lead – tend to just execute the orders of the boss. • People give up on creative initiative & new ideas. • A general sense that “people are just doing their job”, not full of life, vision, enthusiasm. • Loss of the embrace of core values in the organization.

25. Workshop Task #2 Our staff leadership culture has a profound effect on our capacity to build a school culture to carry the mission of the school in its effect on our students. Discuss with one or two others the effects on your school culture and what could be done to improve it. 1. Discuss the positive and negative effects of the things you noted in Task #1 on your school’s capacity to fulfil its mission. 2. What changes or improvements could be made in your workplace culture to ensure you meet your school’s mission better?

26. Workshop Task #3 Your own leadership skills and attitudes will be critical to your capacity to best fulfil your role as an educational leader. The purpose of this task is to help you to examine your leadership and plan improvement. 1. Take a few minutes to privately reflect on the 360 degree review tool (just Section A). Make your ratings quickly, then record 2 -3 aspects of your leadership you would like to improve. 2. Discuss your thoughts with one or two others. 3. If there is time available, repeat the exercise for Section B.