Some would like to believe that learning can be done alone, in a tower, with a laptop. But in fact, until we interact with other people or systems, all we’ve done is absorb, we haven’t yet understood (Seth Godin)

Photo by Hannah Busing on Unsplash

There is a proposal for our global goal for 2024 to be focused on ‘Building High Performance Teams’.

I really like this one as it sounds like it's people focused rather than systems and policies based. Time will tell.

Often the problem with a profusion of extensively detailed policies and systems is that it becomes increasingly more difficult to comply. The potential danger is that the human factor frustrates administrators and then, thanks to the complexity, the propensity for human error becomes a stick to beat people with.

But building high performance teams is, on the surface, a win win. It's positive, it focuses on teams, and it focuses on the local rather than the global, therefore it gets more buy in.

I'm keen to see the detail - such as which strategies may be suggested to do this building, and who the teams are.

You did the right thing, believe me its true, and it can happen to you (Paul McCartney)

Photo by Waldemar Brandt on Unsplash

As I've said many times before, I feel very blessed to be working with so many outstanding people in my campuses. In my prize-giving speech I mentioned many of them.

And I've mentioned previously how rare this feeling has been in my career of nearly 40 years in the profession.

I think part of this is the process we go through with new hires to ensure they are talented, personable, of good character and a good fit for the culture.

Even though it's Christmas week, a few of my colleagues and I have still been going through the interviewing process for 2022 starting positions. Real dedication to get it right is the common theme for our process.

That swings both ways - I've always thought that I need to be right for the school I apply to, and the school has to be right for me.

To get that right fit, I like to have an informal meet and greet with each applicant (preferably in person rather than on zoom). That gives me and my trusty lieutenant(s) a chance to explain our context a little, get a feel for them as people, answer any questions they have, and show applicants around to get a feel for how they interact with students and any other staff we meet along the way.

For me, their soft skills, their attributes as a person, their potential fit within the existing team, their receptiveness to change trump their individual skill in the position.

I don't want a new person coming in to be brilliant at their job but have no ability to work well with other staff.

We short list from there for a formal interview with a wider panel that includes a Campus Administrator (a person like a Board Of Trustees member in the state system).

That bit is crucial because we all see applicants with a different lens.

This process needn't take long - during the last few weeks of the term we have secured five new staff across the Gisborne and Hastings' campuses, with one role still needing to be filled in the new year.

That's pretty stunning given the current job market where there are plenty of applicants, including tyre kickers, for each advertisement. 

Having gone through this hiring process this term, I feel very confident that we have new employees who match that aim - they are right for each campus, and the campus is right for them.

I feel reborn, I'm like a Phoenix rising from Arizona (Frank Costanza)

Above the line thinking by the cool kids at Teacher Academy

Time at Teachers' Academy with the most wonderful Karen Boyes has reaffirmed some long held beliefs:

• Teachers are hilarious
• There are some great teachers out there in Westmount schools
• Teachers are not afraid (for the most part) to challenge themselves and give things a go
• My colleagues are great learners
• The group chemistry is a mysterious and wondrous thing and we had an awesome bunch. Especially the small group of Murray, Kelsi, Gina, Renée and me (none of whom I knew before starting this PD and only Renée I'd met briefly before)

How wondrous? When we were given a task during the three days at Teacher Academy and told we could go anywhere to work, we stayed together as a group without any tacit agreement to do so (the only group to do that btw) - we just liked each other's company obviously. Wondrous.

I've known this feeling before a few times. At UNITEC 1999-2000 doing a post graduate diploma I was in a large bunch of educators and we all instantly clicked. Even the co-ordinators of the course commented on it!

The power of a team that clicks. Mighty.

So - raise your glasses and salute Super G, Muzza, K Dawg, Renoir and, erm, me.

Silver people on the shoreline, let us be (Crosby Stills Nash)

Google published some meta-analysis results recently from within their own organisation about what makes a great Google manager. 

Here they are in ranked order (first to last):

• Be a good coach;
• Empower your team and don't micromanage;
• Express interest in employee's success and well-being;
• Be productive and results-oriented;
• Be a good communicator and listen to your team;
• Help your employees with career development;
• Have a clear vision and strategy for the team; and
• Have key technical skills, so you can help advise the team.

I like this list.

I need you like the flower needs the rain (America)

Ten things I need from a team

Loved this article on quantum team management written by James Everingham, Head of Engineering at Instagram, recently.

It boiled down to addressing managers' proclivities, or 'common motivations', that include: thinking your idea is the best; not trusting your people; or thinking you’re not doing your job unless you’re weighing in all the time.

James suggests a different set of instincts.
He says an effective quantum manager will do everything in their power to organize teams strategically and then step back.

Seems simple and, er, obvious but it's staggering how many times this advice is not followed. 

All this made me reflect on ten things that I need when being part of a team. Not so much wants, NEEDS. Must haves. Non-negotiables. Deal breakers, if you will. 

Got it?

I wrote quickly in one sitting, so the list may evolve over time but this is my current snapshot:

1. I need to be part of a team
2. I need to be consulted and
3. I need collaboration
4. I need to feel the integrity of others
5. I don't need things imposed on me and
6. I aim to not impose things on others
7. I don't like feeling powerless
8. I need to feel needed
9. I need new challenges
10. I need to work in high trust models

Just sayin'.