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Executive Leadership – how to create strong partnerships and use resilience for success
Friday, October 1, 2021 @ 10:30 am - 5:00 pm
Morning: Session 1 – A toolbox for Executive Headship – Juliette Jackson
School leadership continues to evolve as it always has done. Headteachers continue to find the role a fascinating and hugely satisfying one but also increasingly demanding and more recently, sometimes overwhelming. The accountability agenda, safeguarding, ever increasing expectation (Ofsted), curriculum review, keeping up with evidence-based pedagogy, budget constraints, recruitment and induction are a lot for one Headteacher to manage on their own and remain (relatively!) sane and enjoying their work.
For this reason, it is now widely accepted that wise governing bodies and leadership teams choose to partner with other schools so that the load is shared and the Headteacher can continue to focus on the quality of learning and teaching in their school. Partnership might come in lots of different forms- soft federations, hard federations, academies.
In this session Juliette will examine Executive Headship as a model for partnership working, looking specifically at:
- What it is and what it is not
- How to establish the parameters
- What is the role of the Head of School?
- What do governors and staff need to know?
- What to do and how to do it
- How you see yourself as a leader
- How to use authority in your role
About Juliette Jackson
Juliette Jackson is an Executive Headteacher, Ofsted Inspector and National Leader of Education who leads a partnership of six primary schools in London.
She has been running workshops across the country for the past twelve years supporting Headteachers in to the Executive Headteacher role and existing Executive Headteachers in to leading larger groups of schools. Juliette’s approach is a very practical one, helping Headteachers and Executive Headteachers to avoid some of the more common pitfalls of Executive Headship and coming up with a ‘toolbox’ for Executive Headship that is rooted in real experience.
Afternoon: Session 2 – Executive Leadership and Resilience – Jolyon Morris
Executive leadership requires physical and psychological resilience. There are many reasons for this not least the simple fact of the high levels of demands, accountability and uncertainty that executive leadership is there to address. And of course, part of the leadership role is to create the conditions where others can be resilient.
The resilience aspect of leadership is a core capability of leaders that determines their success, and that of their organisations. We need personal resilience to manage ourselves, so as to enable people to stay focused on the ‘what’ we are trying to do – the core purpose. The popular approach to personal resilience is often based on the ‘positive psychology’ movement and the mass of self-help books demonstrate this approach which advocates ‘bouncing back from adversity’, ‘developing grit’ and so forth. However, we could argue that one of the key elements of developing our own resilience is to be wise to the extrinsic and intrinsic risks to our resilience and seek to manage those well.
The session will combine an exploration of what resilience is and how to develop it, particularly in the context of executive leadership.
About Jolyon Morris
Jolyon Morris is an organisational consultant and psychoanalytic psychotherapist. He has consulted to organisations, leaders and managers for 20 + years and prior to that held senior leadership roles in manufacturing and commercial businesses.
Session 1, part 1, 10.00am-11.00am
Session 1, part 2, 11.20am-12.20pm
Session 2, part 1, 1.30pm-2.30pm
Session 2, part 2, 2.45pm-3.45pm