We are building brilliant learning in brilliant learning places here in Leeds...

This is an ambitious statement but we all know that everything we do needs to be good or better and there can be no exceptions. OFSTED and the Audit Commission have raised the bar again with the new OFSTED Framework and the new Corporate Assessment and we are rightly facing higher and higher expectations in everything we do. However, we don't do it for OFSTED or the Audit Commission, the DCSF or the Government. We do it because we all believe that the children and young people of this great city are its future and have extraordinary potential. It is also important that we recognise that our parents and carers, our communities and our partners want every school and all our provision to be brilliant. And, we can do it!

Over the last few years we have proved time and again that we can do it and that underachievement, poor behaviour and poor performance should be things we simply won't accept anymore. Simply visit Carr Manor, Morley High, John Smeaton, David Young and you'll see it. And the message must be that we need all our colleagues to be passionate, persistent, determined, courageous and hard working.

There can be no excuses; our challenge over the next five years is to deliver world class outcomes... whatever it takes.
Chris

How do we build a great learning team here in Leeds?

We must:
1. Have a clear shared vision;
2. Have a 'can do' attitude;
3. Be proud, hopeful, positive and optimistic;
4. Nurture innovation, creativity and be constantly curious;
5. Be totally committed to our colleagues;
6. Recognise, celebrate and develop strengths;
7. Recognise, understand and support weaknesses;
8. Be resilient in the face of difficulties and setbacks.
9. Enjoy what we are doing and wherever possible have fun;
10. Be passionate, totally focused, determined, persistent and energetic.

How do you think we match up?
Chris

'Backing the Future' provides the economic and social case for transforming the way we invest in the future of society through our children...

The report by the charity Action for Children and the New Economics Foundation makes clear the need for a comprehensive investment programme in preventative services for children and young people that would both save spending on dealing with the impact of problems later, and deliver wider benefits to society. To achieve lasting change, 'Backing the Future' demonstrates why it is essential to address the impact of the structural factors affecting the circumstances of children’s lives, such as poverty and inequality, together with psychological and social dimensions of their well-being. Evidence of the need for decisive action by national governments is compelling. When compared with our European neighbours, the UK comes bottom of the pile on almost every preventable social problem – crime, mental ill health, family breakdown, drug use, or obesity. The analysis shows that the UK has to spend a third more in addressing the consequences of its social problems than the next most troubled nation. But the costs are not only economic. The prevalence of these social problems has a direct impact on how children experience their lives and on the cohesiveness of our communities. This means that the UK has some of the lowest levels of child well-being when compared with countries of similar economic wealth, and across social and psychological dimensions.

Yet is it so hard to imagine a different future? A future where all children feel loved, are free from poverty, have supportive relationships with other children and adults, feel happy and safe, and are free to imagine and explore as they journey through their local neighbourhoods. A future where all children feel valued; where they give their ideas, time, passions, and their creativity to everyone they meet and to all that they do. A future where the UK no longer languishes at the bottom of international rankings of child well-being and indices of social dysfunction. The report demonstrates that investing more in children is necessary, economically viable and a better use of public money in the long run. The cost to the UK economy of continuing to address current levels of social problems will amount to almost £4 trillion over a 20 year period. This includes addressing problems such as crime, mental ill health, family breakdown, drug abuse and obesity. Investing in a package of support, including targeted interventions and universal childcare and paid parental leave, could help address as much as £1.5 trillion worth of the cost of these social problems. This would leave the UK in a similar position to European nations such as Finland, Sweden and Denmark which have the best social outcomes.

The report shows how this can be achieved and presents an economic model for how the UK Government could fund a transition to a more preventative system, therefore turning aspiration into reality.If you want to read the report visit their website at http://www.neweconomics.org. Chris

I read in the Times Educational Supplement that the National College for School Leadership has commissioned a peice of research to discover the leadership qualities young people believe headteachers should have...

Reassuringly young people felt that intelligence was most important, followed by someone they could respect and look up to. Boys wanted a winner while girkls wanted their headteacher to be kind and caring. Commenting on their current headteacher young people said that they wanted the best for their school, were fair and understanding, understood right and wrong and wanted students to do their best.

Asked about their dream headteachers the top ten were:

1. David Tennant;
2. Barack Obama;
3. J.K. Rowling;
4. Cheryl Cole;
5. David Beckham;
6. Will Smith;
7. Michelle Obama;
8. Sir Alan Sugar;
9. Lewis Hamilton;
10. Alan Shearer.

It certainly makes interesting reading!
Chris

I know that we all want Education Leeds and schools across the city to be the ‘Best Places to Work’ locally, regionally and nationally...

Being a brilliant learning place takes a deep-rooted commitment focused on leadership, performance management and resource management. We must all work hard to help our colleagues be the best they can be, doing the best we can in every area of our work and supporting each other to be our brilliant best. Research has shown that looking after our health and well-being affects the experience for young people and their parents and carers improves recruitment and retention, drives up standards and drives down poor attendance. There is no question about it secure, happy, engaged colleagues are the key to success.

We need to focus on improving the things that really make that difference. Leadership is the key to this and we need to understand how colleagues feel about us as leaders and managers and how they view our values and principles. We need to coach colleagues and nurture their well-being to help them manage the pressure, the stress and maintain their life-work balance. Increasingly we are looking for colleagues to be more flexible and develop generic skills and we need to put in place training and development programmes to release colleagues potential and their magic. We also need to continue to think team, build team and create teams where colleagues work together on the challenges and the wicked issues.

We must continue to be proud to be part of the learning team here in Leeds. We have made such a difference together and colleagues in so many ways have made a fantastic contribution. We are building something simply amazing which is helping young people to achieve better and better outcomes.
Chris

Last week was a celebration of brilliant buildings, brilliant leadership and brilliant people...

I visited some great schools in Leeds: our two new Academies - Leeds West and South Leeds; our two new schools built under the Building Schools for the Future programme - Allerton Grange and Swallow Hill; and Clapgate Primary School. I also went to Buttershaw Business and Enterprise College in Bradford. Here in Leeds we've built some truly exceptional buildings over the past few years; brilliant learning places that are at the heart of local communities. They are all unique, creative and imaginative places where wonderfully talented colleagues will be able to release the enormous potential and magic in our young people.

I spent time with some great leaders: Annette Hall, Colin Bell, Richard Hughes, Lesley Simpson, Rick Whittaker and Bernard Knowles. We have appointed some truly exceptional headteachers over the last few years; brilliant colleagues who have transformed learning in their schools and helped us achieve some outstanding outcomes. They are all unique, creative and wonderful colleagues whose leadership, commitment and example has helped us release the enormous potential and magic in our colleagues.

As with most weeks here in Leeds the real highlight was that I spent time with some extraordinary young people with enormous talent and potential. Potential doctors, lawyers, scientists, sportsmen, artists, teachers, managers, entrepreneurs, politicians; young people with energy, enthusiasm, character and magic. Young people who make it all worthwhile and who remind us why we are here.
Chris

I attended 'The Science of Success' a 'Benchmark for Business' Conference with Daniel Goleman and Malcolm Gladwell today...

Daniel Goldman highlighted the impact of leadership styles on climate. The most important elements are:

• a visionary style which provides long-term direction; and
  
• a coaching style which develops colleagues;

Other elements that make a difference are:

• an affiliative style which creates teamwork and harmony; and
• a democratic style which build commitment through collaboration.

Interesting, but unsurprisingly, some styles have a negative impact:

• a commanding style that demands compliance; and
• a pacesetting style that pushes colleagues to accomplish tasks.

So keep the vision, coach colleagues, think team and share wherever you can.
Chris

It is becoming increasingly obvious that things are going to get a lot more interesting around here...

We need to work harder to build brilliant. We need to:
1. share the big picture and put aside other agendas;
2. share the reality and always be honest with each other;
3. share everything and constantly listen to feedback;
4. share the workload and support others;
5. share every success and every failure.

This is more than just a series of goals or the Education Leeds vision - it's about our values and our culture and helping colleagues to understand where they fit into the bigger picture. We must be prepared to confront the harsh realities when things go wrong and give and receive honest feedback. We need open, clear, two-way communication and active listening to continue to build teamwork across the company and across Children's Services. If we get this right I believe that things will happen spontaneously; colleagues will understand where the pressures are, what the challenges are and how to manage the workload. They will then collaborate to get jobs done by building creative teams, dynamic partnerships and strong and meaningful relationships.

In a genuine 'one team' culture, everyone wins, loses and learns and most importantly everyone improves and develops together.

Chris