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Have you walked down the same halls, day in and day out, wishing you had the chance to change the painting on the wall that has hung there for years, or upgrade the website, or change\u00a0a space that you\u2019d rather not show during a tour for the public? \u201cIf only I had the chance to make a difference in how we do things around here,\u201d you sigh. In my real world, I now have this opportunity, but there is so much of my organization that I don\u2019t know about. Thankfully, our readings provide a framework to guide my thinking as I dream of what I might change and how.<\/p>\n
What about perks? What about exposure? What about morale? Turn this ship around! It\u2019s my turn! Unfortunately, I also promote negative practices sometimes. These include:<\/p>\n Ways I can correct unhealthy practices include:<\/p>\n Thanks for reading!<\/p>\n References:<\/p>\n Galbraith, J. (2014). Designing organizations. <\/em>San Francisco, CA. Jossey-Bass.<\/p>\n Hughes R., Colarelli-Beatty K. & Dinwoodie\u00a0 D. (2014)\u00a0Becoming a strategic leader<\/em>. San\u00a0 Francisco: Jossey-Bass Second Edition.<\/p>\n
\n<\/strong>Galbraith (2014) notes \u201cHuman resource policies are some of the most powerful culture builders. These policies are often aligned around building a common company identity and culture\u2026 using common culture as the glue that holds them together\u201d (p. 200). At my school, human resource policies are from the Society of Christian Schools of British Columbia (SCSBC). Currently, we adhere to the compensation structure as published by SCSBC, which has a maximum of ten years experience on the pay scale. However, over three-quarters of our teaching staff have been at the school for over this ten-year period. Therefore, I would love to see the Board approve the addition of more tiers on the pay scale. As well, there is no bonus structure for our staff yet there are some employees who have an exemplary work ethic. I would love to create a bonus system for the staff members who meet the published expectations and also those who are informal leaders. Stipends for those who do more could provide recognition and incentive. Lepsinger (2010) suggests \u201cRecognition should be given even if the person has not achieved the performance standard but has made significant improvements in performance\u201d (p. 66). Currently, we have no recognition mechanism for any of our staff other than formal leadership stipends. Additionally, I would love to invest in \u201cin-house professional development\u201d where teachers swap positions for a few days or a week. Galbraith (2014) proposes \u201cWith common processes, compensation systems, and cultures, managers can move easily from one function to another and from one division to another\u201d (p. 201). Challenging teachers to try out another grade level or a new subject can foster respect for colleagues and deepen the connection between students and their former teachers.<\/p>\n
\n<\/strong>In a recent tweet, Kevin Visscher wrote, \u201cIf our school would disappear tomorrow, would the community we are part of, miss us?\u201d As independent schools, we are sometimes engulfed by the public sector around us, leaving us to wonder what mark we are making on the community as a whole. However, Ungerer et al. (2016) remind us \u201cBlue ocean strategy never uses competition as a benchmark. Benchmarking prohibits an organisation\u2019s ability to reconstruct industry boundaries as it causes organisations to be caught in the current industry paradigms of value creation\u201d (p. 292). If we are in the world, but not of the world (John 15:19), then I would challenge my senior administration team to stop limiting ourselves by what we think schools do in a community and instead let our light shine. In a \u201cChange Makers\u201d team meeting, we recognized schools as being insular<\/em>. How do we overcome this thinking? Ungerer et al. (2016) provide a ‘Four Actions Framework’ which includes these questions \u201cWhich of the factors that the industry takes for granted should be eliminated? Which factors should be reduced well below the industry\u2019s standard? Which factors should be raised well above the industry\u2019s standard? Which factors should be created that the industry has never offered?\u201d (p. 296). I would love for my SLT to ponder these questions.<\/p>\n
\n<\/strong>Lepsinger (2010) is \u201csurprised by how tolerant many managers are of people who exhibit below-standard performance\u201d (p. 51). In my six weeks as a senior administrator, I\u2019m surprised by how many people work at below-standard expectations. There has been a shock in my high school team with my new accountability practices. However, I find I must fight the desire to tolerate poor performance! Its easier to steer practices by those who are working within expectation, \u201cto explain what the person did well and why it is important to the team or organization\u201d (Lepsinger, 2010, p. 67), but it is difficult to approach someone who is not even trying. I would love to have my entire staff in the performance review process, yet the school protocol is just a few people per year. Many teachers have slipped through the cracks without much accountability, and my new systems are causing anxiety in many. I must remember \u201cA supportive environment encourages people and makes them more comfortable with trying new behaviors and taking on challenging assignments\u201d (Lepsinger, 2010, p. 64).\u00a0 My desire to reform things must be tempered with creating strategies for gradual improvement in productivity rather than expecting everything from very little.<\/p>\n
\n<\/strong>If I could just add more hours onto a day, I think I could reverse the negative effects of poor organizational decisions from the past! Time, the limiting factor for most leaders, is required to implement new ways. Lepsinger (2010) purports, \u201cEffective leaders spend time with direct reports and colleagues to get to know them better and related to them as individuals. In the process, there are opportunities to build mutual respect and trust that will provide the basis for a cooperative working relationship\u201d (p. 64). So how does one build trust and cooperation when time is limited?<\/p>\n\n
\n<\/strong>To promote positive renewal, execution and organizational design principles in my career practice, I do the following:<\/p>\n\n
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