Motion leadership
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Transcript of Motion leadership
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Motion Leadership Jamie Oliver and PLT Leaders
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What are we asking from you? Passion for improvement Moral imperative Move from status quo/ inert state to
motion leadership Take risks Behaviour before beliefs Learn and work A negative cost benefit ratio (at first)
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School dinners Circa 2004 Quality of school
dinner food major problem
Kidbrooke Comprehensive (1400 secondary students) in Greenwich
Greenwich council agreed he could take over the whole borough’s schools
Up to 20,000 students across 60 schools
Government raised the amount that could be paid for each child’s dinner up from 37 to 50 pence
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Change problems State of inertia to
one of movement Fear of change Too fast /too slow Relationships
State of inertia but it was efficient
Serious risk in students going hungry
What is the capacity like?
Jamie, the outsider
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Change itself Building relationships Taking risks but scaffolded Simplexity-smallest number of key
changes Behaviour before beliefs Honour the implementation dip
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The myth and the reality of change
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Connecting peers with purpose Role of leaders is to enable peers to
facilitate, and interact in a focussed manner
Peer connection is the social glue of cohesion
Positive peer bonds strengthened – leads to collective capacity
Develop allegiances with each other ‘We- we’ commitment
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Capacity building trumps judgementalism Overuse capacity
building and underuse judgementalism
Overuse empathy
The more you park judgement more accountability you get
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Learning is the work Communication during
implementation Ok to take risks that’s how
we learn Only way to get depth is to
do continuous on the job learning
Importance of continuous support
10,000 hour rule (Gladwell) 100,000 hours relational
coordination The work is harder as people
are not yet good at it
Tiger Woods Relentlessly
consistent 50% Willingness to change 50%
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Transparency Rules De-privatization of practice is
everywhere Can’t force people to change but can
create a system where positive change is inevitable
Transparency leads to accountability What would have happened if Oliver
failed?
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Love, Trust and Resistance Demonstrate your trustworthiness High trust/ high speed change Persistent yet flexible Resolute leadership and empathy Leaders can get away with assertiveness when: They are trusted it is a good idea they empower people to help and shape the
idea
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Ernest Shackleton 1909 Shackleton led a crew of 28 to the South Pole. On
the way their ship was caught in ice and destroyed. For 18 months they crossed ice flows and 800 miles of water in a rowboat. At one point Neish ( a crew member) rebels and wont go on. Shackleton abuses him and threatens to shoot him if he jeopardises the life of the men. Neish goes back to work. It is not the threat of being shot that makes him do this but the fact that the crew supported Shackleton even when he was doing this because they trusted him implicitly .
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A final word from Jamie http://
www.youtube.com/watch?v=A9DAYNKDixw&feature=related