With just two weeks under our belts, I wanted to create a framework to set the expectations of our Senior Heads of Curriculum, of myself even. A structured conversation in which I could reaffirm our aim and the expectation of my colleagues, and in turn, what they can expect of their colleagues (all the time knowing that I was experiencing the same process with my own line manager).
For leaders to maximize their impact, should we first consider what leaders need to be effective, before what we, ‘the organisation,’ expect of leaders?
Talent and Organisation Consulting group Hewitt suggest
- Inspired leadership
- Unique company culture
- Focus on growing talent
- Strong sense of accountability
- Aligned HR practices and excellent execution – (beyond the remit of a line meeting conversation)
See beyond what is seen.
With Hewitt’s five point list in mind, here are the questions I have designed for my first line meetings to establish expectations and maximum impact.
- What is your role and how / where is it defined?
- What do you most enjoy about your job?
- What are the most important duties you undertake and what percentage of your time do / should you allocated to them? (List in order of importance.)
- What are the skills required to fulfill your role(s) effectively and efficiently?
- What should you stop doing with immediate effect?
- We have two clear aims this year. Raising student attainment and promoting respect in the Academy. What hinders your positive impact on these two aims in your curriculum area?
- How do the staff you directly line manage impact on attainment and respect.
- “You get, what you tolerate,” is a common leadership phrase. What can ‘we’ no longer afford to tolerate in _______________________? (curriculum area)
- How much control over your role do you feel you have? (Scale of 1, no control, to 10 full control.) Please explain.
- What can I do, to support you and your personal development?
What questions would you add or remove?
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