The High Performance Schools Project

Transcription

1 The High Performance Schools Project 10 Team Insights 24 May 2017 Alistair Kerr & Pete Stebbins

2 About me

3 The High Performance Schools Project Develop healthy school culture strategies using the High Performance Teams Framework & evaluate against staff and student outcomes.

4 Schools: Our Most Important Workplaces

5 Student Achievement (Hattie, 2003) School Culture: Students: 50% variance School Leaders: 5-10% Peer effects: 5-10% Teachers 30%* Home Life: 5-10% *It is what teachers know, do, and care about which is very powerful in this equation (Hattie, 2003). Culture = the way we do things around here

6 Culture Eats Strategy For Breakfast Peter Drucker School Culture: Workforce Hazards Low Performance Culture = Poor Student Outcomes

7 WORK. Enjoyable able to fit in together & Sustainable deliver stand-out results

8 The Road Rules for Developing High Performance Culture

9

10 High Performance Teams Part 1

11 The HPT Journey

12 Part 1 - Why Teams Fail The Cost to Schools & Students

13 The High Costs of Low Team School Impact Performance High Performance Cultures produce an (at least) 11% higher annual total return to shareholders compared to Low Performance Cultures (Keller and Carolyn). What does this mean for our Schools?...

14 What does this mean for our Schools?... Discretionary Budget Band 7 School with 34 staff and annual budget of $2.42M/yr - Lose out on $220K/yr. Assets Expenditure Higher cost due to early asset retirement / replacement People Costs Higher incidents of industrial action, stress claims*, illness, and unwanted turnover. *Average Stress claim = $110K

15 The High Costs of Low Team Performance Student Impact (Achievement & Retention) Low Performance School Cultures lead to less engaged parents & students. Greater engagement = better student grades and retention = better educational and occupational outcomes as adults (Hall and Jones). What does this mean for our students?...

16 What does this mean for our Students?... Parent / Caregiver Engagement Disengaged or adversarial towards the school. Prioritise other events over the child's education Student Engagement Poor student teacher relationships, lower classroom engagement. 6.8%/year benefit for years in education subsequent to grade 8 (Hall and Jones). Lifetime cost to Australia is in the Billions

17 Part 1 - Why Teams Fail 3 Warning Signs: Individual, Group, and Organisation

18 Your Thoughts. Think about your own experiences in being part of dysfunctional teams and 3 (or more) causes of team failure

19 1. Conflict Avoidance Warning Sign 1 Underestimating our fear and overestimating our ability to manage conflict effectively. Dr. Pete

20 The Stress Response: Fight or Flight? Do our basic instincts encourage us to choose fight or flight?

21 Basic Human Instincts: Conflict Avoidance Fight or Flight The Answer is.. Flight! Self Preservation Mental & Physical: Flight is less harmful than fight both physically and psychologically Society Rules & Values Flight is less likely to break the rules and values of our society than fight

22 Conflict Avoidance: The Point 1. We have a basic instinct to avoid conflict reinforced by the rules and laws of society. 2. Our stress response triggers avoidance of ALL threats regardless of their objective danger.. WHICH MEANS We are hardwired to avoid potentially stressful situation - even basic team & leadership tasks such as giving feedback & difficult conversations

23 2. Groupthink Warning Sign 2 Sensible decisions we make over which issues to challenge or ignore during meetings sow the seeds of Groupthink Dr. Pete

24 Groupthink The Question: If you had to choose between remaining silent over an issue at a meeting (keeping your peer relationships stable and job secure) or speaking up (risking peer conflict) what would you do?

25 Groupthink Answer: It depends... Very few issues in most work groups are morally extreme and/or black and white. When emotional intensity increases in a meeting we usually defer to the majority and keep with the status quo. Thus protecting our jobs and our income to support our families But

26 Groupthink But A pattern of team dynamics develops where we lower our personal responsibility and increase our avoidance of healthy conflict. When important issues emerge we minimise our need to speak up ( someone else will say it.. ) and increase our faith in group consensus ( the group s combined view is more valid than my own ). These are the seeds of Groupthink

27 Groupthink A mode of thinking in groups where the desire to reach unanimous agreement overrides the motivation to adopt proper, rational decision-making procedures Janis (1972)

28 Groupthink in Workplaces 1. Over-estimations of Power & Morality: The dilemma of demand that exceeds finite resources Closed Mindedness: Teams working together in isolation minimize risks 3. Pressure Toward Team Uniformity: Dominant personalities overtly or accidently creating pressure

29 Happy vs. Healthy Workplaces Warning Sign 3 (Organisation) Failure begins when organisations inadvertently prioritise short term problems ahead of longer term strategy. Dr Pete

30 Trying to Keep Staff Happy The squeaky wheel gets the oil The 80/20 Rule Inconsistent treatment of staff Short-term happy of a minority Long-term unhealthy for the majority

31 Happy vs Healthy: The Difference If relationships drive performance then the status quo prevails leading to gradual failure BUT If performance drives relationships then productivity prevails leading to continuous improvement

32 A Healthy Workforce: Begins with the leader. Clarity before Happiness Our job IS primarily to make people clear about their role and objectives NOT necessarily to make them happy about their role and objectives. The rubber band test

33 Your Team Risks 3 Warning Signs: Individual, Group and Organisation

34 Your School s Risk Profile? Pair & Share No Risk of Problems Low Risk of Problems Moderate Risk of Problems High Risk of Problems Individual - Conflict Avoidance: The tendency to avoid healthy conflict and feedback Team - Group Think: Marginalising people who raise alternate or contrary views System - Healthy vs Happy: Prioritising short-term stability over long-term performance

35 High Performance Teams Part 2

36 The HPT Journey

37 Part 2 High Performance Teams The High Performance Teams Framework

38 Are there times when your team is merely surviving instead of thriving? Teams face many challenges just to SURVIVE: Increased Workload Decreased Resources Increased Red Tape A High Performance Workforce is the key to THRIVE: Innovation & Savings Create Better Services Find New Solutions

39 High Performance Teams: Savings and Benefits SAVINGS: Reduced Sick Leave & Absenteeism Less Injuries & Compensation Claims Lower Turnover & Improved Retention Lower Conflict & Customer Complaints BENEFITS: Higher Quality Production Hours* (*worth at least twice the average hourly rate [OECD]) Higher Resiliency & Lower Distress # ( # 30% of your workforce may have clinical levels of stress at any given time) Higher Customer Satisfaction & New Referrals

40 What are High Performance Teams?

41 The Road Rules for Developing High Performance Culture

42 What Do High Performance Teams Look Like?

43 10 Team Insights Strategies for School Leaders

44 10 Team Insights 1.They Link Vision with Action 2.They Collaborate to Drive Organisational Improvement

45 SCHOOL SPOTLIGHT 1.They Link Vision with Action Annual Improvement Plans (AIPs) Community Engagement Strategy Lead Indicator Dashboards Staff Engagement 2. Collaboration for Improvement Professional Learning Communities (PLCs) P&C Committees Performance & Development Plans (PADs)

46 KPI 1 Next Steps 1.They Link Vision with Action Griffin SS: Using AIP As A School Engagement Tool

47 KPI 1 Next Steps 2. Collaboration for Improvement Mirani SHS: SWIGs School Wide Improvement Groups

48 KPI 1: Vision & Action Rate Your Team (Pair & Share) KPI 1: Vision & Action No Performance Low Performance Moderate Performance High Performance Very High Performance They (1) Link Vision with Action and (2) Collaborate to Drive Improvement

49 10 Team Insights 3.They Monitor Key Lead Indicators 4.They Have Team Specific Data Walls 5.They Use Effective Meeting Protocols

50 SCHOOL SPOTLIGHT 3.Monitor Key Lead Indicators Predicting Student Outcomes Community Engagement / Enrolments 4.Team Specific Data Walls Teaching Teams Performance Maximising Feedback & Communication 5.Effective Meeting Protocols Staff Meetings Year Level / Dept. / PLC Meetings Leadership Team Meetings P&C Meetings

51 KPI 2 Next Steps 3.Monitor Key Lead Indicators Denison SS: Teacher Wellbeing Pulse & Planning in Staff Meetings

52 Mirani State High School Meeting Moderator/ Team Data Wall Staff Staff Wellbeing Participation Pulse Ex Curricular Student Extra Curricular Days Student Caseness/ Vs. Population Sugar Price & Vol.

53 KPI 2 Next Steps 4.Team Specific Data Walls Gladstone South SS: High Performance Teams Data Wall

54 KPI 2 Next Steps 5.Effective Meeting Protocols Mt Archer SS: Embedding Inquiry Cycle into PLC Meeting Framework

55 KPI 2: Performance Reporting Rate Your Team (Pair & Share) KPI 2: Performance Reporting They (3) Monitor Lead Indicators, (4) Have Team Data Walls & (5) Effective Meeting Protocols No Performanc e Low Performanc e Moderate Performanc e High Performanc e Very High Performanc e

56 10 Team Insights 6.They Leverage Diversity 7.They Build A Culture of Feedback

57 SCHOOL SPOTLIGHT 6.They Leverage Diversity Talent Maps & Team Profiles Peer Support & Conflict Management Maximising Morale & Engagement 7.They Build a Culture of Feedback Line Management Relationships Professional Feedback Managing Workplace Behaviour

58 KPI 3 next steps 6.They Leverage Diversity Whole of Staff Talent Map Mt Archer SS

59 KPI 3 next Steps 7.They Build a Culture of Feedback Oakey SS: Staff Led Discussions on Acceptable & Unacceptable Behaviours Between Peers

60 KPI 3: Leveraging Diversity Rate Your Team (Pair & Share) KPI 3: Leveraging Diversity No Performanc e Low Performanc e Moderate Performanc e High Performanc e Very High Performanc e They (6) Leverage Diversity and (7) Build a Culture of Feedback

61 10 Team Insights 8.They Engage in Continuous Team Building 9.They Share Work/Life Goals 10.They Prioritise Their Wellbeing

62 SCHOOL SPOTLIGHT 8.Continuous Team Building Professional Feedback Managing Workplace Behaviour 9.They Share Work/Life Goals Peer Relationships Work/Life Strategy & Job Satisfaction 10.They Prioritise Their Wellbeing Personal Wellbeing Peer Support Work Performance

63 How long have you been working together?

64 KPI 4 next steps 8.Continuous Team Building Mitchell SS: Ice Breakers in Meeting & Staff Affirmations

65 KPI 4 next steps 9.They Share Work/Life Goals Griffin SS: Sharing Work/Life Goals

66 KPI 4 next steps 10.They Prioritise Their Wellbeing Clifford Park SES: Wall of Wellness

67 KPI 4: Work/Life & Wellbeing Rate Your Team (Pair & Share) KPI 4: Work/Life & Wellbeing No Performance Low Performance Moderate Performance High Performance Very High Performance They (8) Engage in Continuous Team Building, (9) Share Work/Life Goals and (10) Prioritise Their Wellbeing

68 OUR TEAM s HPT PROFILE School Name

69 Your Next Steps The Key to Effective Strategy is Omission Peter Drucker If you have more than three priorities then you don t have any. Jim Collins

70 Your Top 3 Priorities 1. Linking Vision with Action: 2. Collaboration for Organisational Improvement: 3. Monitoring Lead Indicators: 4. Having a Team Specific Data Wall: 5. Using Effective Meeting Protocols: 6. Leveraging Diversity: 7. Building a Culture of Feedback: 8. Continuous Team Building: 9. Sharing Work/Life Goals: 10. Prioritising Wellbeing:

71 The Road Rules for Developing High Performance Culture

72 The HPT Journey

73 Schools: Our Most Important Workplaces

74 The High Performance Schools Project 10 Team Insights 24 May 2017 Alistair Kerr & Pete Stebbins