Due: 16th May.
Waiho i te toipoto, kaua i te toiroa.
Let us keep close together not far apart.
Workplace Culture: Most people can probably tell you a few things about their workplace culture, but often it’s hard to know where it comes from or how to get the one you want. However, there is a strong link between successful leaders and strong workplace cultures. As a leader in your field, you contribute to deciding what the culture will be, and your actions and soft skills can bring this to life.
When choosing between two seemingly equal candidates, organisations are now prioritising ‘soft skills’ as the key differentiator. In Linkedln’s Global Talent Trends 2019 report, 92% of talent professionals reported that soft skills are equally or more important to hire for than hard skills. And, 89% said that when a new employee doesn’t work out, it’s because they lack critical soft skills.
At Growth Culture we believe that creating and growing organisational culture is one of the core functions of an effective leader. It is our belief that culture is: everything we say, everything we do and everything we allow.
Please take time to read and reflect on the two chapters from the required professional reading: Legacy, by James Kerr, before engaging with the provocation.
Provocation:
Culture is everything we say, everything we do and everything we allow.
What lessons can you draw from Legacy that if implemented, could contribute to enriching your team’s culture?
Please note: Your response should be between 150-200 words. This may require deep reflection to summarise and synthesise your thoughts and ideas into a few rich, meaningful and succinct sentences.
Resources:
Legacy – 15 Lessons in Leadership, by James Kerr (2013). Chapter 1 pp 2-19
Legacy – 15 Lessons in Leadership, by James Kerr (2013). Chapter 12 pp 142-155
14 Responses
Leaders create the right environment for the right behaviour to occur – Eastwood
Our language and actions pull together a group of individuals to create a team. Our values decide our character. Legacy Pg 12. As a leader my values are shown in how I lead at school, in what people see me doing and what I do that may not be as visible. At the beginning of the year we completed a quick questionnaire and we shared the results with each other. This helped us to understand the values of others in our team. In doing this it helped to create a team culture where we understood each other.
The language we use as a leader helps people to connect and the importance of developing a shared understanding of working together to achieve a goal is something I thought about as a leader. Each school has a vision that has been developed with their community and we as leaders can help bring this to life through our language and actions.
When reading I thought about leading with humility. Showing humility allows you to connect with others, strive for continuous improvement by asking questions and not knowing all the answers. Keeping this in mind as a leader is important as we strive to for continuous improvement for our tamariki.
As leaders we need to create a strong culture and if we “Focus on getting the culture right; the results will follow” Legacy Pg 10.
Reflecting on how I have been developing my team culture, I realised that I have been building it through modelling the behaviours and values through my interactions with both teachers and students, leading by example to demonstrate the things that I would like to instil in my team sometimes leading by example isn’t enough though. Chapter 12 highlighted the importance of mentoring team members to shape the culture and help them set goals and celebrate their victories.
From reading these chapters in Legacy, several points resonated with me and the experiences that I am having with my team. It made me realise that I haven’t spent enough time with my team exploring what our most important values are to build a shared vision, I run the risk of losing momentum without having more explicit buy-in from the team. The various backgrounds and experiences of my team can be an opportunity to leverage these differences and build a rich and dynamic team environment.
Culture is everything we say, everything we do and everything we allow.
The ‘sweep the sheds’ leadership trait is something that has always been important to me and something I strive to demonstrate daily. I’ll walk to the other side of the field to retrieve a soccer ball left out after school, knowing it probably won’t be there in the morning if I don’t.
But I get frustrated when I don’t see this commitment from others. One little thing that gets to me is the dumping of coffee cups on the bench (directly above the dishwasher). It’s a little thing, and people are often in a rush but I get frustrated every time, knowing a colleague has taken a shortcut and someone else has to tidy up after them. Whether it’s the coffee cups, the person who opens a ream of paper and only puts 30 pieces of paper in the copier or those who dump art supplies for others to put away, it’s the little things that show our ‘personal discipline’ or lack thereof.
Through Legacy we see these issues are best solved through developing cultural cohesion. Communicating cultural norms that build a team filled with mana. These little frustrations can be fixed, not through authority, but through belonging.
‘Culture is everything that we say and do’ – Legacy By James Kerr
Our School Values (MANA, MANAAKITANGA & MARAMATANGA), help define my leadership within school and with the wider community. When reading Dare to Lead and Legacy, I have continually reflected as a leader how I am putting these values into practice and use them on a daily basis. Lombardi made a simple statement that resonated with me, ‘Only by knowing yourself can you become an effective leader.’
How I conduct myself or not influences others. Track 6, audio version of Legacy, talks about: Self knowledge, character (having humility), integrity which equals gentleness. Look after my team and myself and lead with character. How I respond and act will bring out the best or worst of my behaviour. When leading Professional Growth, gathering with my teams in their meetings, supporting and leading in parent meetings or just having an information chat, I know the language I use determines what happens and how those around me respond. Ensuring a clear agenda which is openly shared is pivotal while allowing every person to be heard. It is important that Mana remains intact in all conversations.
I continue to learn from my staff, take responsibility and be present.
After reading and reflecting on these two chapters, I now reflect on the valuable lessons that can enhance my team’s culture.
1) Humility: The All Blacks have a tradition of “sweeping the sheds,” signifying that no task is too small for anyone. I aim to cultivate humility within my team and ensure a sense of shared responsibility. Encouraging each team member to participate in even the most menial tasks will promote humility and equality. As the book states, “The question is usually not how well each person performs, but how well they work together” (pg 10).
2) Character Development: The All Blacks emphasize character development, believing it is crucial for both individual and team success. By focusing on character development and providing opportunities for personal growth, I believe ww can create a more resilient and cohesive culture in the team.
By implementing these principles, I feel confident that we can achieve improved performance, stronger relationships, and an overall more successful team.
One of the main concepts that resonated with me was ‘humility’. Looking back on leaders that I have worked with, and leaders that have led my family (also teachers), humility is a trait that can make or break a leader’s success (in my opinion). ‘Humility does not mean weakness, but its opposite. Leaders with mana understand the strength of humility. It allows them to connect with their deepest values and the wider world’ Kerr, J. (Year of publication). Legacy: What the All Blacks Can Teach Us About the Business of Life. pg 17. This is something that I will be using to support the culture of my team, the idea of leading alongside them, rather than above them. Being willing to ‘sweep the sheds’ and get alongside my team members is important to me, and I know that it will help to develop trust, community, and connection between us; therefore having a direct impact on our students learning.
Another sticking point for me was the idea of rituals and traditions which develop a sense of identity, unity, and pride. For me, I want to have a sense of unity within my team, and starting traditions such as going out for dinner to celebrate the end of term or a win for my team members (graduating etc) has so far contributed to this, and when I read this chapter, it got me thinking about what other things I could incorporate to deepen this sense of unity further.
Culture is what smacks you in the face when you walk into an organisation. Are the office staff friendly, welcoming and accommodating? Can you hear laughter? Are students engaging with adults happily, confidently and freely?
I like the use of symbols & symbolism in Legacy. If implemented in a school system what would this look like? Is this making a strategic plan user friendly, with full co-construction, relating to this visually everyday, particularly the school’s vision; what we are striving to achieve.
I also like the deliberate use of language and ‘words start revolutions’ concept in Legacy, p151. We have a very strong school values system with 4 words Fun, Integrity, Respect and Excellence. Students refer to this as being FIRE. As a result the true meaning of each word has been watered down. It is time for the word revolution to be charged up!
The one thing that fascinates me about Legacy is that Graeme Henry is rarely mentioned. It is the ‘Deputy and Assistant Principals’ of the team that are driving All Blacks culture. Are we supporting our Team Leaders in their role to build and sustain our school cultures? I know I will be investigating / questioning / acting on this over the term.
Culture is everything we say, everything we do and everything we allow.
This links to the Combardi Model (pg 8)- “only by knowing yourself can you be an effective leader”, the fundamental understanding and appreciation of our personal values. This enriches your character and integrity – thus leading authentically. To support this is the understanding and deep appreciation of your school community – revisiting this continually by listening and observing, supported by staff strengths. (Pg 9) comments around “doing the basics right” and with humility “being a teacher first and leader second”.
(pg 148) “First we shape our values – then our values shape us”. This is the core foundation that you build up from and we are focusing on as a kura. I liked reflecting on the importance of the language we use around this work and how it can influence “turning vision into action – and purpose into practice”. Words are so powerful but empty if no clear vision – and if the school community can’t see themselves within the shared vision. “Language becomes oxygen to sustain belief” – what language is used, when and how it is used and by whom can as stated support the impact of “leaders rewrite the future.”
By knowing yourself, your true values, your ‘why’ and holding true to those, you can ensure that your behaviours and actions reflect your core values which subsequently demonstrates your true character. Your behaviours and your actions will ultimately shape the culture and the environment in which you will lead. It will demand the behaviour you expect and set the standards you accept.
As a leader, my role is to ensure that our school’s vision, purpose and values remain at the forefront of everything we do. To be effective, I must demonstrate a commitment to continual learning and reflective questioning of my own actions as well as others to ensure they align. Our values provide the foundation but our actions, our language and the stories we tell, brings them to life and in turn, sets the culture of the school.
The chapters made me think of both Simon Sinek’s book “Find your Why” and the quote by Lao Tzu,
“Watch your thoughts, they become your words; watch your words, they become your actions; watch your actions, they become your habits; watch your habits, they become your character; watch your character, it becomes your destiny.”
‘Leaders design and create an environment – if you develop your people, your business is going to be more successful’ (p11).
This is so good to remember as a leader of a department. For me, it is about the time taken to connect and support my staff to develop an environment where that is the norm. I find I get so much back from my department in terms of work ethic, by allowing for relaxed connections to happen. Another HOD asked for my advice last week on how to create a better culture within her department. Personalities do play a big role, but there was little time spent between them connecting on a personal level, rather than just over their work. Part of my advice was finding ways to connect.
In reality we spend a majority of our day at work and with our colleagues, and teaching requires giving so much energy to our students. So, developing the culture based on us as people, rather than just as teachers, feels more wholesome. I also think that when there are good connections, performance is better. “Collective character is vital to success. Focus on getting the culture right; the results will follow” (p.10).
I would like to take this beyond my department and work on connecting more with other colleagues. I find it easy to stick to what feels comfortable in my office, but branching out more will allow me to grow connections across the staff.
Culture is everything we say, everything we do and everything we allow. Powerful stuff! It makes me wonder how much culture within our school is created and deliberately grown, and how much is just ubiquitous, and creeps in by stealth.
I appreciated the straightforward messaging in this chapter about the importance of team culture to success. “If you get the culture right, the results will flow”. Creating and maintaining that appropriate culture however is a long term endeavor and something that needs to be continually worked on. I also appreciated the connection between team culture and individual discipline. Holding yourself to a standard, as an individual, because you are part of a team, and knowing that you add value and mana to that team, is sometimes something that gets overshadowed when ‘teamwork’ gets discussed I feel. Individual responsibility and accountability needs to be expected and reflected on to embed it in the collective culture.
“Language becomes the oxygen that sustain belief”- This really made me reflect on the words and phrases we use, and potentially over use and grow to rely on. A work on for me is to be very mindful of my language. What am I saying and emphasizing through my choice of words? Is my phrasing empowering and motivating to my colleagues?
After reading Legacy (and Dare to Lead) I wanted to explore how language enriches my team’s culture and impacts our mana and kotahitanga.
“First we shape our values, then our values shape us” (pg 148), so I asked the team to identify two core values (Dare to Lead) leading us to uncover connection, collaboration, compassion, and fun as our shared pillars. This simple exercise triggered a noticeable shift in team dynamics, particularly among those who had been struggling to find common ground. Realising that, despite differences, we are working from the same place has been pivotal.
Knowing, ‘vision without action is a dream.’ (Legacy, pg 11), we used these values to evaluate our ‘essential agreement’, and to drive our team meetings to ensure our every day teaching and learning actions and decisions are being considered from a place of kotahitanga; even if we don’t agree, we can see common ground in the intention and make the small steps to come together on an issue.
In doing so, we have started to lay the groundwork for a ‘values-driven, purpose-driven culture’ (Legacy, pg 14) that supports progress and change while up-holding the mana of the team.
As a Head of department, incorporating insights from “Legacy” by James Kerr can profoundly enhance my team’s culture. Leading with humility and teamwork establishes a culture where everyone feels valued and contributes to our collective success, irrespective of hierarchy. Prioritising student success over personal interests or departmental goals may entail sacrifices such as reallocating resources or investing additional time in student support. This dedication inspires trust and commitment within my team, nurturing a culture centred on serving our students’ needs. Encouraging my team to participate in school-based initiatives and extracurricular activities fosters a sense of community and belonging, promoting school pride and a shared commitment to our institution’s values. By setting an example and actively engaging in these activities, I could reinforce the importance of school spirit and contribution, strengthening my department’s connection to the wider school community and enriching the overall educational experience for both students and staff. By implementing these principles, cultivating a culture within our department that values collaboration, student-centredness, and service will ultimately enrich the educational journey for our students and staff.
Module 5: May 2nd
“In the following chapters of Legacy – 15 Lessons in Leadership, by James Kerr (2013). Chapter 1 pp 2-19; Chapter 12 pp 142-155; James Kerr highlights the importance of defining and showing core values and clear purpose within a team. By articulating shared values and a clear purpose, the team develops a strong sense of identity and direction, nurturing unity towards common goals. To Implement this involves engaging your team in meaningful korerorero to identify and prioritise values that resonate with everyone.
Leaders should set the example for others to follow, they should exemplify the values and behaviours they expect from their team members to motivate respect, commitment and trust. By showing integrity and resilience in our own actions we behave as a role model for the team.
The concept of “Kaizen” or continuous improvement is a important aspect of high-performance cultures, encouraging a mindset of continuous learning, adaptability, and innovation within the team raising resilience and excellence. When individuals feel personally invested in the team’s success and take ownership of their roles and responsibilities, they are more motivated to contribute their best efforts and support their colleagues. Implementing this lesson requires creating clear expectations, providing autonomy and support, and fostering a collaborative environment where successes and failures are shared experiences”. Fraser Henare-Findlay