All Things Learning

The Idea: Finding the right balance between "impossible" stretch goals and "possible" achievable goals is key to achieving success in complex systems such as education. Both types of goals serve important purposes, with stretch goals providing a bold vision and inspiration, while achievable goals provide practicality and encourage action. By combining the two, you can create a dynamic that inspires innovation while also ensuring that progress is sustainable and tangible!

The idea: The size of your School/ Organisation can offer unique advantages to your strategy for creating impact.  Smaller schools can leverage quick alignment on Vision and Culture and Organisational Agility. Larger schools can leverage Institutional knowledge, Diverse/ Specialised Teams and Centralised resources for scaling impact.

The idea: Distributed Leadership is a powerful tool for building learning organizations that continuously learn and innovate. But central to distributed leadership is also a balance of top-down and ground-up approaches : Shared vision driven by leaders but influenced by individuals; Autonomy balanced with individual responsibility; Psychologically safe environment for collaboration balanced with honest, open dialogue; Experimentation and risk-taking balanced with individual/ team competence and discipline. In my previous blogs I introduced the synergy of Distributed Leadership  and a Culture for Distributed leadership . In this blog, I will expand on key supporting features and the simple but important balancing forces needed to make Distributed Leadership approaches thrive. While I was discovering the importance of these balancing forces through my work, I came across an article in Harvard Business Review - The hard truth about innovative cultures that put words to my e...