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How to Build a Culture of Professional Learning-Bridget Clay- #EducationFest. Seeing Bridget Clay was the first action of the first day of this year’s #EducationFest.

How to Build a Culture of Professional Learning-Bridget Clay- #EducationFest

Whilst some slots during the Festival posed a next to impossible choice, this one was easy. Bridget Clay it would be. I’ve long since been interested in the work of the Teacher Development Trust and have heard David Weston speak at several events. Their work resonates with me and my role and so what better place for me to begin the two days of my packed Festival experience? Culture eats strategy for breakfast. Lead without a title. The route to leadership in education for many can be a bit like working your way through a maze.

Lead without a title

I’m sure that like me, you’ve had many people in your establishments who, from your perspective, beggar belief in how they ever managed to land that job. Churchill Academy & Sixth Form. Using Data to Improve Student Outcomes - Online Course. This free online course will help you to use data science to deliver better outcomes for your students.

Using Data to Improve Student Outcomes - Online Course

Each week will focus on a different aspect of data. You will identify sources and interpret them, determine their implications and establish actions for improvement. Week 1 – Improvement Science We will consider: different sources and types of data; ways to improve student outcomes; improvement processes in your own context and professional experience; and real-world examples of improving student outcomes.

Week 2 – Findings. The Future of Performance Reviews. Executive Summary Hated by bosses and subordinates alike, traditional performance appraisals have been abandoned by more than a third of U.S. companies. The annual review’s biggest limitation, the authors argue, is its emphasis on holding employees accountable for what they did last year, at the expense of improving performance now and in the future. That’s why many organizations are moving to more-frequent, development-focused conversations between managers and employees. The authors explain how performance management has evolved over the decades and why current thinking has shifted: (1) Today’s tight labor market creates pressure to keep employees happy and groom them for advancement. (2) The rapidly changing business environment requires agility, which argues for regular check-ins with employees. (3) Prioritizing improvement over accountability promotes teamwork.

A version of this article appeared in the October 2016 issue (pp.58–67) of Harvard Business Review. Change, all change please! by Sarah Hardy. Leading Change What does change mean?

Change, all change please! by Sarah Hardy

To do something differently. To get on a new bus, that's going in a different direction? From Reactive to Proactive Management. Getting out of "Firefighting" Mode © iStockphotodavelogan Imagine that you're managing two important projects.

From Reactive to Proactive Management

Project A should be nearly complete, but it's nowhere near done. Time management strategies for middle leaders. When it comes to those items which are difficult to do but have the potential for strong impact on people outcomes, the secret is to plan.

Time management strategies for middle leaders

By breaking down these tasks into a series of simple steps, the whole thing suddenly seems more manageable and you can celebrate each element as it is achieved. The alternative is feeling it’s just all too much, which can often lead to you putting off even starting the project. What about those things on the list which are easy to do but don’t make much difference? Well my advice is you should do some of them. They are often fun, can be done quickly, and can build a sense of achievement. If You’re Not Helping People Develop, You’re Not Management Material. Skilled managers have never been more critical to the success of firms than they are today.

If You’re Not Helping People Develop, You’re Not Management Material

Not because employees can’t function without direction, but because managers play a vital role in talent management. Gone are the comprehensive career management systems and expectations of long-term employment that once functioned as the glue in the employer-employee contract. In their place, the manager-employee dyad is the new building block of learning and development in firms.

Good managers attract candidates, drive performance, engagement and retention, and play a key role in maximizing employees’ contribution to the firm. Poor managers, by contrast, are a drag on all of the above. Job seekers from entry-level to executive are more concerned with opportunities for learning and development than any other aspect of a prospective job.

Managers also have a big impact on turnover and retention. 6 Steps to Getting It Right (More Often) – @LeadingLearner. The year has started with the usual whirlwind of meetings and decisions to make.

6 Steps to Getting It Right (More Often) – @LeadingLearner

It’s becoming increasingly frustrating to see a “guts to action plan” approach, bypassing the brain, with single solutions proposed to deep rooted issues. I’m not pointing fingers; people in glass houses shouldn’t throw stones. I’ve done my fair share of daft things without sufficient thought behind them over the years. I’m on a journey, as they say, to develop a greater wisdom (better judgement) in my decision making. Whether you’re in the classroom deciding which teaching approach to take or making leadership decisions, both affect many other people; getting it right first time, more often, is a goal worth pursuing.

The graphic below caught my eye when I was reading the Teacher Development Trust’s blog on Performance Management in Schools, Imagine the stereotypical departmental or senior leadership team meeting, “Houston we have a problem!” When thoughts move to the evidence needed don’t be myopic.