1. How to establish positive relationships with your governors.
Essential components for a positive relationship with governors:
COMMUNICATION
UNDERSTANDING
SUPPORT
TEAM WORK

2. Competencies needed by the Head for COMMUNICATION with governors.
IMPACT AND INFLUENCE.
INSPIRING OTHERS.
Heads must be able to influence governors in an appropriate and considered manner. To do this, we must understand the needs of governors and adapt our approach to create the desired impact.
It is fundamental that Heads can inspire governors in order to create an energising learning environment for all. This is also important in order for the Head to build confidence in themselves as a leader.
The intention is to have a positive impact on governors through persuading, convincing and bringing others round to the head’s perspective. Understanding governors’ perspectives and priorities will enable the Head to tailor their communication to suit their audience i.e their governors.
The intention to lead through motivating and energising governors uniting them around shared goals or objectives. Heads need to bring their governors together through articulating a compelling vision.
Enrols others in long term plans for the school, inspires others and leads on community wide educational issues, explains the reasons for a decision to others, and generates energy and enthusiasm when working with others
EXAMPLES:

3. Competency needed by the Head for UNDERSTANDING with governors.
RELATING TO OTHERS.
Heads need to understand others to enable them to develop lasting relationships and work together more effectively within and beyond the school.
The ability to build relationships through being able to pick up on and understand the thoughts, emotions and feelings of governors identifying reasons for why others behave the way they do.
Has a deep understanding of governors’ specific strengths, development needs and motivation. Reads body language, facial expressions and tone of voice and responds appropriately .
Treats others with care and respect. Builds and maintains rapport with governors. Infers meaning beyond what is being said. Takes time to form relationships with governors.
Actively listens to governors to understand different perspectives, constraints and concerns with others across diverse backgrounds

4. Competency needed by the Head for SUPPORT with governors.
DEVELOPING OTHERS.
Heads need to demonstrate a genuine commitment to developing governors. They need to support and empower governors to reach their full potential.
Develops and empowers governors so that they experience real, significant personal growth. Proactively looks for ways to develop them even when they are not required to do so. This involves continually seeking out opportunities to develop them through activities such as mentoring, supporting, championing and guiding, in order to bring out the very best in them.
Belief in the abilities of others. Shows intent to help others.
Provides specific advice or suggestions for performance improvement
Creates opportunities for the long-term development of others
Helps governors to think through their development priorities and creates a clear plan for addressing these needs.

5. Competency needed by the Head for TEAM WORK with governors.
COLLABORATION.
Heads need to collaborate with governors in a powerful and effective way to share expertise, achieve common goals and strengthen a broad range of relationships within and beyond the school.
Heads need to work with the governors to build a culture of cooperation and achievement through team working. Understand the importance of creating and maintaining a network of diverse people to share expertise, achieve common objectives and improve the learning environment for all.
Act to promote good working relationships regardless of personal likes or dislikes.
Initiate collaborative working to tackle complex issues.
Resolve group conflicts and removes obstacles in the way of collaboration.
Support team decisions, is a good team player, does his or her share of the work
Recognise the value of working with other people, involve others in own work, genuinely value input and expertise from a range of people. Display a willingness to learn from others.