What are our priorities, what are my objectives? These two questions have taken on a new dimension, having moved into a VP role. Previously, it was about moving a dept on, or a group of departments on, now its the whole Academy.
The priority is to move teaching and learning to good, as efficiently and expediently as possible. Right, simple enough in writing. How is this transferred to Curriculum managers? To help our organisation achieve this objective, I have to encourage each Curriculum manager to share, moderate and supportively challenge each other’s strategic objectives. Here are my proposed steps;
- Ask the right question – if teaching and learning is the main thing, what is the main thing you can do to accelerate improvement?
- Next, to empower curriculum managers to work collegiately, to quality check each other’s objectives to ensure that they are strategic, relevant and achievable.
- Review the evidence that has led to the formation of your objectives – learning walking, paired learning walks and data for learning investigations.
- Ensure that we are all aware of each other’s strategic objectives and improve cross-curricular communication.
- Get our of the way. Give colleagues sufficient the respect and the opportunity to bring about improvement. Provide the assurances that they can ask questions. Support those colleagues that lose sight of their own “main thing.”
- Seek the common threads of excellence and inconsistencies. Present CDP to address the inconsistencies.
In my experience, good practitioners are not always aware that they are “good practitioners.” You compliment them and they often answer with “well, doesn’t everybody do that?” The answer is, “no, they do not.” I hope to move to that six step plan the week after next.
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