An experience richer and grateful to participate in so many different contexts and share my experience of leadership and digital change! :) Many different nationalities from all over Eastern Europe are represented and I realize I do not know much about this part of Europe. Meet many dedicated headmaster- school leaders who are very interested in learning the experiences I share during the conference. There are differences between our countries and the work in progress but also great similarities mainly in the experience of challenges in the headmasters - school leaders mission today 2017 ... :)
A new assignment is already in the works after an initial meeting with five Heads of Education. These five Heads were selected based on questions and discussions about administration linked to digitization and efficiency.
I am going to make a preliminary study to illustrate how the National Agency for Education (Skolverket) can support Heads of Eduction in reducing the administrative work for teachers and principals.
An important and challenging assignment - I think !!
Read an interesting article highlighting the importance of being a manager focusing on being efficient instead of just effective! That is to really examen how you as the executive manager is perceived by your employees and the effect this has on the business.
Simon Elvnäs KTH researched leadership based on what managers believe they do or implement and what the employees perceive that they actually do or implement!
Interestingly - 40% of the managers themselves perceived that they spent much of their time giving feedback to the employees - while the research shows that in reality they were no more than 0-2% of the time spent on it.
Then I have spoken on this subject I have exclaimed: "It's not what you say but what you do that counts". Now I can add: "As a manager how do you take in count on how your employees perceive what you do?"'
Is it efficient or effective?
As a leader, I have often had to stand up for and explain the changes needed to be made in order for the organization to work toward set goals. I've wondered how "we do it for the best of organization" is interpreted and what do we really mean by it?
I mean that the best for the organization is connected to the organization it is pertaining to and it should be different depending on it. It is about creating better quality based on developing identified improvement areas - linked to the policy documents we are dealing with.
In term of education, the best for the organization is of course connected to activities in the classroom and the students' learning processes - for this we have shared responsibility, but in this regard the teacher is the most important. How I, as a leader, support and challenge my employees in this change process, is crucial for the results we achieve.
What is your experience?
I thought at the beginning of my career as a leader that it was enough to give "orders" or tell people what to do - to make things happen! Over the years, I have become more and more aware of the fact that it's not much about what I say as a leader - it's all about what I do!
If I want things to happen, as a leader I need to "walk the talk", be a role model, set examples for others in the organization to follow. For example, if I would like to introduce something new that I myself have not previously tried - I would do it myself to show that it was important. Giving the message, "this is serious, we are actually implementing this in our organization!"
As a leader it would be easy to say "I'm not good at this" which would be removing myself from responsibility and leaving the implementation to someone else. There is nothing wrong in delegating (we should do even more) but there is something wrong with the equation if I'm not part of the change process and merely act as a spectator and expect others to do the job!
What experience do you have working with transformation?
Is it possible to develop and improve a business without the occurrence of unforeseen obstacles on the way? No matter how much strategic planning in my experience things will go wrong, unplanned and unforeseen events will occur and they are, naturally, a part of the change process!
As the saying goes "Failure is the first step to success!".
Now and again I heard that our process in Falkenberg was straight forward and rewarding - but did it go well the whole way .....? It was because we reflected and discussed what we encountered during the change work - this was an important part of our own learning process.
This has made me wonder how organization's think about change - probably many think they are moving from point A to point B - then everything is finished and everyone is satisfied - the change is accomplished! Or is it?
My conclusion is: based on what I know today - change requires the courage to make mistakes, to fail. This an important part of the learning process! We expect this to happen in the classroom - we need to have the same expectation at all level of the organization.
What's your experience?
All change requires persistence patience and a great deal of courage from leaders and also the faculty and staff. Digitization also demands the ability and willingness of each individual to change in a new way - as it involves incorporating technology in a familiar context. In this process, each leader and teacher etc becomes aware of their own part in learning new content and also which components can be practiced more efficiently and instructively with the help of technology. This is for far too many a huge transition.
In my previous work as a leader in major change processes with digitization, I have identified seven areas that are of great importance. These areas must be managed consciously and strategically in the change process:
How did you handle your change processes?
Sitting in a red armchair with Kristina Björn beside me - in another similar red armchair ... We are in Brastad in Bohuslän preparing for tomorrow's lectures - teachers' study day for employees at Campus Futura Tanumshede.
We are really looking forward to this day! I am leading two groups working with expectations and roles. Kristina leads the work of collegial learning and formative working methods.
Now the Autumn term 2017 is on it's way - which start! :-)
Arja Holmstedt Svensson
A blog about my work and assignments as a Change Leader. The posts will be about my experiences – new experiences, meeting new people in new environments.