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Ben Page Director, Ipsos MORI What do the best leaders get right? 0207 347 3242.

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Presentation on theme: "Ben Page Director, Ipsos MORI What do the best leaders get right? 0207 347 3242."— Presentation transcript:

1 Ben Page Director, Ipsos MORI What do the best leaders get right?

2 ©MORI What makes an excellent organisation? Good at listening to punters and staff –What does that mean for you? Good at communicating –Whose job is that? Focuses on things that matter most to most people Staff who keep their promises –What are your promises? Self aware and able to reinvent itself

3 ©MORI

4 Tapping into talent? To what extent do you agree or disagree with the statement I personally want to become a headteacher in the future? Base: 924 teachers interviewed for NCSL in November 2005 Strongly disagree Tend to disagree Tend to agree Strongly agree To what extent do you believe that developing your leadership skills would make a difference to your school? To a great extent A fair extent To a limited extent Not at all

5 ©MORI Evidence of a decline in trust of others World Values Survey quoted in lectures by Richard Layard 2002/3 - Happiness: has social science a clue? % who think most people can be trusted

6 ©MORI Trust in Blair MORI Political Monitor % who think he is more honest than most other politicians

7 ©MORI Trust in Blair MORI Political Monitor % who think he is more honest than most other politicians Percentage saying same of Michael Howard

8 Need to understand what matters to your different followers For Blair it is being good in a crisis, and a capable leader

9 ©MORI Why Blair won…. % A capable leader % Good in a crisis

10 ©MORI Managing the economy Hospitals Representing Britain abroad Schools Anti-social behaviour Cameron Neither Blair QI am now going to read out a list of issues and I'd like you to tell me which party leader you trust most to deal with each of them the Prime Minister, Tony Blair or the Conservative leader, David Cameron? Protecting the natural envt Source: Ipsos MORI/Sun Base: British public, 18+ (1,001) January 2006 And we still trust Blair more than Cameron…

11 ©MORI So what matters for schools?

12 ©MORI Q Please could you tell me, for each of the professions I am going to read out, how much respect, if any, you have in them and the job they do? The general publics respect for professions Journalists Politicians Headteachers Lawyers Businessmen/ women Council officials Police officers Doctors Base: General public, Great Britain (2,050) March 2004 % A great deal of respect Rising to 47% of parents

13 ©MORI Teachers are a bit hard on themselves! % Great deal/fair amount % Not much/ none at all QWhat level of respect do you feel each of the following groups gives to the teaching profession? Base: Teachers in England (70,011) 4 October – 29 November 2002 Governors Other public sector professionals Students generally Private sector professionals The Media The Government The general public Parents generally

14 ©MORI The public like you………. Poor QThinking about leadership within schools, to what extent do you feel that leadership is good or poor? Declined Goo d QTo what extent, if at all, do you feel that leadership provided by heads and/or their deputies has improved or declined over the last three years? Base: Members of the general public who have had contact with schools in GB (995) March 2004 Improved

15 ©MORI Teachers views of school leadership Poor QThinking about leadership within schools, to what extent do you feel that leadership in schools in England generally is good or poor? Goo d Base: Teachers in England (802), MORI Teachers Omnibus 6 – 28 May 2004

16 ©MORI Teachers views of school leadership Poor QThinking about leadership within schools, to what extent do you feel that leadership in schools in England generally is good or poor? Poor Goo d QAnd to what extent do you feel that leadership in your own school is good or poor? Base: Teachers in England (802), MORI Teachers Omnibus 6 – 28 May 2004 Good

17 ©MORI Inspirational leaders Tony Blair My parents Nelson Mandela John F. Kennedy My teacher or headteacher Margaret Thatcher Mahatma Gandhi Mother Teresa Martin Luther King Winston Churchill Base: General public, Great Britain (2,001) February 2003

18 ©MORI Excellent organisations are better at listening to staff, and making them feel part of things

19 ©MORI Some clear evidence of what works in Local Government

20 ©MORI People in Excellent Councils have higher job satisfaction... Base:500 Council employees interviewed by telephone in late July-early August 2003 % very satisfied with job Excellent Good Weak Poor Fair

21 ©MORI Satisfaction with Pay doesnt vary much it isnt a critical factor in success, more a hygiene issue Base:500 staff interviewed by phone - July/August 2003 % satisfied with pay Excellent Good Weak Poor Fair

22 ©MORI Nice people, interesting work - everywhere Friendliness of colleagues Interesting work Working hours Base:All respondents (500) % very satisfied with job factors ExcellentGood WeakPoor Fair

23 ©MORI What seems to distinguish excellent performers Input into job plans Opportunity to show initiative Feedback on your performance Base:All respondents (500) % very satisfied with job factors ExcellentGood WeakPoor Fair

24 ©MORI What line management skills are most important?

25 ©MORI Being nice does not seem to correlate with CPA performance Base: 500 staff interviewed by phone - July/August 2003 Is approachableGives me credit when Ive done a good job % always applies to my line manager Excellent Good FairWeak PoorExcellent Good FairWeak Poor

26 ©MORI But listening to staff seems particularly important Base: 500 staff interviewed by phone - July/August 2003 Listens to my ideasConsults me on matters where I can contribute % always applies to my line manager Excellent Good FairWeak PoorExcellent Good FairWeak Poor

27 ©MORI Change - Communication and Co-ordination Base: 500 staff interviewed by phone - July/August 2003 Reasons for change are well communicated Change here is well managed Net agree +/- Excellent Good FairWeak PoorExcellent Good FairWeak Poor

28 ©MORI Kenneth Williams on Jackanory 1968

29 ©MORI How confusing can it become?

30 ©MORI Familiar? Nobody could explain clearly what the organisation claimed to stand for. Even within primary documents there is limited information

31 ©MORI Improving ways of working with DfES % Very/fairly important % Not very/not at all important QThinking about how the DfES might improve the way it works with you in the next few years, how important or unimportant do you think each of the following will be? Base: Teachers in England and Wales (984); MORI Teachers Omnibus, 8 Oct – 7 Nov 2003 Better understanding of the challenges you face Adopting a more listening style More openness More explanation about decisions & developments Better use of information technology Introducing new forms of consultation More secondments & staff exchanges Targeted communications via web/ , publications, events/conferences Better access to individual staff within DfES More briefing/liaison meetings with staff within DfES

32 ©MORI What do these people have in common?

33 ©MORI From Colin Powells Leadership Primer "Great leaders are almost always great simplifiers, who can cut through argument, debate and doubt, to offer a solution everybody can understand."

34 ©MORI AS LEADERS, WOMEN RULE: New Studies find that female managers outshine their male counterparts in almost every measure Special Report, Business Week

35 ©MORI Ninety percent of what we call management consists of making it difficult for people to get things done. – Peter Drucker

36 ©MORI We have a strategic plan. Its called doing things. - Winston Churchill

37 ©MORI Top ten motivating factors for headteachers? QWhich, if any, of the following factors, motivate you most as a headteacher?

38 ©MORI Top ten motivating factors for headteachers? Base: All headteachers (911) QWhich, if any, of the following factors, motivate you most as a headteacher? Building shared values Role is dynamic/ not routine Job satisfaction/sense of personal achievement Sense of vocation Changing social culture Passionate belief in the role Professional autonomy/implementing own vision Maintaining high standards Collegiality/teamwork People management (i.e. managing staff) Pay 8% School mgt/budgets 11%!

39 ©MORI Top ten demotivating factors for headteachers QWhich, if any, of the following factors, demotivate you most as a headteacher?

40 ©MORI Top ten demotivating factors for headteachers Base: All headteachers (911) QWhich, if any, of the following factors, demotivate you most as a headteacher? Inspection/measures of accountability e.g. via OFSTED Administrative demands Changes in policy Stress External interferences e.g. from LEA, DfES Less contact with pupils Financial responsibilities Problems with recruitment/retention Low status/negative media image of the profession Isolation Staff Parents Discipline 1%

41 ©MORI Freedom to manage? Base: All headteachers (911) QTo what extent do you agree or disagree with each of the following statements about your role as a headteacher? % STRONGLY agree I have the freedom to manage my school as I wish I have a clear vision for my school

42 ©MORI Freedom to manage? Base: All headteachers (911) QTo what extent do you agree or disagree with each of the following statements about your role as a headteacher? % STRONGLY agree My staff work as a team My current role is very stressful I am confident in my current role I have the freedom to manage my school as I wish Being a headteacher has always been my ambition I can admit to my weaknesses and work with others to improve these areas I lead by example I enjoy my current role I have a clear vision for my school

43 ©MORI Who inspires head teachers….?

44 ©MORI Headteachers inspiration Base: All headteachers (911) QPlease indicate below the main sources to which you look for inspiration and ideas about your work and practice as a school leader. Top 12 mentions

45 ©MORI Headteachers inspiration Base: All headteachers (911) QPlease indicate below the main sources to which you look for inspiration and ideas about your work and practice as a school leader. Other headteachers/school leaders Top 12 mentions

46 ©MORI Headteachers inspiration Base: All headteachers (911) QPlease indicate below the main sources to which you look for inspiration and ideas about your work and practice as a school leader. Local education authorities (LEAs) Other headteachers/school leaders Top 12 mentions

47 ©MORI Headteachers inspiration Base: All headteachers (911) QPlease indicate below the main sources to which you look for inspiration and ideas about your work and practice as a school leader. Professional associations The DfES Senior management or senior leadership teams (SMTs) NCSL Internet, intranet & CD roms Local education authorities (LEAs) Books, newspapers and other publications (education, business, government) Conferences/seminars Other headteachers/school leaders Headteacher(s) you have worked for Ideas from other countries TeacherNet Top 12 mentions

48 ©MORI Staff Advocacy

49 ©MORI Cycle of Success

50 ©MORI Cycle of Success

51 ©MORI Cycle of Decline

52 ©MORI MORI Excellence Model - Consumers M&SSainsburyTesco %% *£39m£38m Advertising Spend Base: Those in market for each business goods/service Advocacy Commitment Satisfaction Transaction Trust Awareness

53 ©MORI Financial Times, 8 January 2001

54 ©MORI Marks & Spencers Trends -since 1995 Base: M&S Customers Nov 95Sept 99Mar 98

55 ©MORI Favourability Familiarity Results for major computer manufacturer Impact of different types of communication

56 ©MORI The proudest people in the public sector…. AdvocatesDetractors QWhich of these phrases best describes the way you would speak about the services your organisation provides? Base: All respondents Teachers Nurses Education (national total) Health (national total) Local Authority GPs Police National Total GP Receptionists Allied Health Professionals Private sector norm* *Private sector norm based on all MORI private sector surveys as of April %

57 ©MORI Even if they dont all agree with the government…. AgreeDisagree QDo you agree or disagree with the governments overall objectives for the service you deliver to customers? Base: All respondents Nurses GP receptionists Allied Health Professionals Teachers Education (national total) Police GPs Health (national total) Local Authority National total

58 ©MORI Advocacy - self fulfilling prophecy? OverallExcellentGoodFairWeakPoor % who strongly agree that they would speak highly of the authority to others outside the organisation Base: 500 staff interviewed by phone - July/August 2003

59 ©MORI Building Real Advocacy

60 ©MORI Keys to Advocacy - themes to focus on Being able to contribute; listening and feedback Faith in the leadership/direction - understanding the story Organisational Pride Communications –transparency –honesty –relevance

61 Good Show. Canadian Ice Hockey Team

62 ©MORI World Champions

63 ©MORI Womens U22 Team Canada captured gold at the European Air Canada Cup with a 6-1 win over the host German team in Hanover, Germany.

64 ©MORI Yugoslav Mens Ice Hockey Team

65 ©MORI Yugoslav Mens Ice Hockey Team

66 ©MORI We arent making progress on communications Change Over Time Level of Communication Time 70s Base: MORI normative database 80s90s

67 ©MORI Stopping to think As a leader you have to be aware that youre communicating all the time, whether you mean to or not. Everything you do and dont do will be interpreted and you need to be aware of that

68 ©MORI Key Points

69 ©MORI Summary Need to over-invest in internal communications Think carefully about how you manage your people Culture matters more than targets Make sure people outside know what you are doing Decide what you are going to be famous for – and stick with it

70 ©MORI Thank you


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