Paul Teys - School Leadership Consultant

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Paul Teys - School Leadership Consultant

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Paul helps schools to leverage their strengths by mentoring leadership teams and managing executive recruitment to find the right person to lead a school to success

16/07/2023

Character in Leadership

In addition to the general conception of grit and toughness, principals/CEOs also need character.

What is "character"?

Character can comprise ethical and moral decision-making; honesty, integrity, stamina and drive; the ability to inspire; abundant self-confidence; unflinching passion for the job; sound moral
judgement; and social and emotional intelligence.

Ask yourself how you relate to each one of these. Strip out each and write down your reflection (one sentence is enough).

An essential element of the principal/CEO's character is the will to take the lead. I have felt I was at my best when I was leading by example. Indeed, unless I led by example, none of the things that I was trying to achieve happened. I always insisted on high standards, which is vitally important in leadership, but I had to walk my talk.

It was my job to set, demonstrate and expect exacting standards of professionalism, modelling core values for staff, students, and the community alike. That was my job; I had to define and set the professional standards that I expected in my schools. No one else could do that.

It takes a strong sense of self and who you are as a leader - a strong
character - to lead in this way.

Do you have clarity around how your character can be shown a positive, buoyant way each day in your community to shape the tone and climate in your school?

19/06/2023

Managing difficult conversations.

Managing a difficult conversation can be challenging, but with the right approach, you can navigate it successfully. Here are some tips on how to manage a difficult conversation:

1. Prepare well - take some time to prepare what you want to say and how you want to say it.
2. Choose an appropriate time and place – a place where both parties can have a private and uninterrupted conversation.
3. Be empathetic – show that you understand their point of view and that you are willing to listen.
4. Be clear and straightforward (and respectful) - clearly state the issue at hand and what you want to discuss.
5. Use active listening - listen to the other person's perspective and, validate their feelings & ask questions to gain a better understanding of their point of view.
6. Be open to compromise and finding a middle ground - work together to find a solution that works for both parties.
7. End well – end the conversation on a positive note, even if the issue hasn't been fully resolved. Thank the other person for their time and commitment to finding a solution.

Remember that managing difficult conversations takes practice, patience, and empathy. With the right approach, you can navigate even the most challenging conversations successfully.

Navigating difficult conversations with stakeholders, managing difficult staff and managing staff conflict is one of the sessions at my two-day workshop with principals in Sydney in July 2023 - see the details included here

14/06/2023

The relationship between the board and principal.

A point well made by one of the case study principals in my research for my Thesis was that, unlike a CEO in the private sector, a principal is required to meet face-to-face with stakeholders on a daily basis. He said, "You can't get access to the CEO of Qantas, Alan Joyce, no matter how hard you try.”

The point being made here is that parents expect to be able to communicate directly with the principal and get access to the principal, and directors - in the schools I have led - expect the same. Either at board meetings or via email or personal appointment, they expect access to the principal to raise concerns and ideas or share their own thoughts and perspectives, which the principal is obliged to take on board. You carry the weight of expectations of an entire community.

Another case-study principal said, "You are on call continuously, carrying the expectations of every one of your community and then those agencies outside of the school.”

The relationship between the principal and the board is at its best when directors know and are aware that the management of a school is delegated to the principal. This can be a source of tension, usually when a board has inexperienced directors, directors are drawn from or represent "interest" stakeholders, or where governance departs from contemporary governance principles and practices into community-minded association governance traits.

It is important that the board charter establishes boundaries and delegates proper authority to the principal.

The principal, like the CEO, implements the strategy approved by the board and ensures that the organisation's structure and processes meet the strategic and cultural needs of the organisation.

From my experience, the board charter should delegate authority to the principal in these areas:
· To speak on behalf of the school, representing the school in the media
· To seek legal advice on behalf of the school
· To set salaries
· To hire and fire staff
· To manage student suspensions and exclusions
· To manage key appointments, including business manager, chaplain, deputy, heads of school, etc. The board may want to have a board member sit on the selection panel, but the authority must remain with the principal.

07/06/2023

Your work ethic (as a principal).

Let people see you working hard with a strong work ethic. Let it be known from your actions and words that you are fully accountable; you accept responsibility for the lot.

Never, ever utter, "I don't have enough time!' There is never enough time, so manage people's expectations of how much of your time you will give them.

You set the standard for others to follow; make sure you always have enough time for the important things that can make a huge difference for staff, students and parents.

Let them know you will do anything for them and that you have their backs no matter what. Make it clear that you welcome challenges, criticism, and viewpoints other than your own.

I discuss this more in Chapter Two of So you want to be a Principal!

Pick up your copy today!
https://lnkd.in/g8spmd6F

25/05/2023

Authentic Leadership.

As a Principal, you can come under pressure as people push their agenda for the school onto you. They may have the best intentions - but it’s your job to lead - and staying authentic is critical. Here are six tips for being your authentic self.

1. Show gratitude. Make it a habit to thank others for everything they do to support you.
2. Be genuine & sincere. Complimenting someone about a trait, skill, or achievement gives them feelings of value and being valued.
3. Act honourably and treat others with respect. That's how you build a positive personal brand and reputation. Reputation isn't purchased; it's earned.
4. Show your core values and ethics. Clarifying your core values and ethics highlights what you stand for. Your core values also guide your behaviour and provide you with a personal code of conduct.
5. Always act with honesty and integrity. Good ethics require dealing honestly with people and treating everyone fairly.
6. Be true to yourself. Being true to your beliefs helps you sincerely connect to others. Pretending to be something you're not makes enacting your leadership much more challenging.

18/05/2023

Managing stakeholder groups

My case study research identified the many community and stakeholder groups principals in independent schools must manage; they are multi-levelled and complex.

I developed this list from reviewing independent schools' websites and school publications and from transcripts of the case study interviews in my doctoral thesis. This list is not exhaustive.

Stakeholder groups:
· The chair and members of the board
· Teachers, support and operational staff
· Parents, individually and collectively
· Parent associations and support groups
· Social media communities
· Alumni groups
· Co-curricular clubs
· Sponsors, donors and philanthropists
· Outside hours school care providers
· Other schools in your networks
· The professional member associations
· Teacher unions
· Universities and colleges
· Local, state and federal governments
· Members of parliament and the opposition
· Community services and other similar agencies
· Hierarchy of the affiliated churches
· Ministers of the affiliated local churches

Aspirants and principals alike engage me to help them improve their skills in stakeholder management; it is work I relish.

20/03/2023

Strategic leadership is a must for successful leaders.

There is no doubt in my mind that it is your job to plan your school's future. Your school's destiny is in your hands. Your leadership can have positive, enduring benefits and leave a healthy legacy. However, if you are ineffectual, you will put your school's viability at risk.

As a strategic thinker, I would challenge the status quo and get people talking about underlying assumptions. Those that are really skilled at strategic thinking can walk people through the process of identifying issues, shaping common understanding, and framing strategic choices.

Making time for thinking and strategising is essential. You must give quality time in your executive meetings to thinking about your school's future. Encourage debate and invite your team to challenge what you do, why you do it the way you do, and what things could look like if done differently.

Any organisation's sustainability and long-term viability require making wise and forward-thinking decisions now; this is the CEO’s role. When I was developing my strategic leadership, I –

1. Would seek out and observe developments in other schools, systems and countries

2. Would lift my head from my desk and watch external trends and initiatives

3. Developed my knowledge and understanding of the independent school's context, trends and success drivers

4. Made it a routine exercise to pay attention to the issues that would get raised repeatedly in my school

5. Analysed the common obstacles to innovation that my staff seemed to be facing

6. Proactively connected with peers in my network, nationally and internationally, to understand what was happening that could make a difference in my school.

7. Would ask tough questions of my executive leaders and board.

8. Was curious, always looking at information from different points of view. This enabled me to see other possibilities, approaches and potential outcomes.

What would you add to the list? Drop your comments below.

14/02/2023

Striking the right work-life balance as a Principal.

It can be challenging - and something I had to persist at daily!

Still, I eventually learned to give proper attention to myself daily - physically, mentally, emotionally and spiritually. This ensured I was ‘fit’ for the job.

Here are some things that I learned during my professional life that worked for me:

1. I had one life – it was mine to choose how I spent the hours each day.
2. I had to look after myself – I knew no one else would. Achieving an effective work-life balance was a derivative of my resilience.
3. I had much higher energy levels in my day if I started my day with a brisk 5am walk for an hour. I did adjust the timing so that I was able to capture at least 30 minutes of first sunlight.
4. A brisk 12-minute walk when I felt my energy levels dropping; this was effective around 2:30 pm to ensure I didn’t drift into the nanna nap zone.
5. Structuring my day to ensure I wasn’t working after 7pm (evening commitments disrupted this, though).
6. When possible, I inserted a walk in my late afternoon. Don’t underestimate the power of a short brisk walk during your busy day. When I want to do something that’s good for my mind, body and soul, it is walking.
7. If I managed my energy levels, my diary seemed so much easier to manage. Manage your energy, not your time; manage your energy to ensure you are highly productive when on task.
8. I learned early in my professional life and personal life to remove distractors or, more aptly, distracting people. Look for any possible distractors in your day/life and jettison them.

People now wear how busy they are as some badge of honour, something to be proud of. Don’t be that busy person, at home, at work or play. No one will thank you for it.

Did any of the above resonate with you, or do you have your own strategy for creating balance in a busy career?

Address

Newcastle, NSW

Telephone

+61418610402

Website

https://www.paulteys.com/

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