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Balancing Act blog

Mrs O'C is a deputy head at a secondary school. Her job is a balancing act, involving policy decisions, parents' evenings, data analysis, assemblies, advising colleagues, timetabling – and, of course, teaching.

Supporting colleagues

In some ways I’m annoyed that my last ever blog post relates to performance management instead of something more positive in terms of teaching and learning BUT as I think about this – it’s positive and has made a difference to the learning experience for Year 11s at our school.

In my previous post as part of my interview technique thread I talked about Anna, our Head of Science and indicators that she wasn’t coping so well with her work. I’m now going to talk about the second part of this – what to do once you know you’re trying to support somebody in managing their workload and getting back to full potential.
 
I’d met with Anna to discuss my concerns and explained that some parents and a few students had also talked to me. I said that whilst my colleague Julia was going to help by getting some more of the students view through a short questionnaire I’d like to concentrate on the practicalities of getting GCSE students back on track as soon as possible.
 
It was paramount to clarify that this was me supporting her doing her job. No way was I getting involved in actually doing anything, as you’ll have read in my previous posts I’ve already got (more than enough) to do!
 
Action Plan
We agreed, amongst other things, that Anna would:
 
  • Talk to her subject leaders (Head of Biology and Physics, Anna acts as Head of Chemistry) and create resources and lesson outlines for active revision for Year 10 and 11. I would organise cover so that the three of them could meet together as a team. This has now been done.
  • Write letters home personalised (via mail merge) to every Year 11 parent explaining which modules were yet to be taken (either for the first time or as re-sits) and which websites were useful for revision; the letter would also outline what would be happening in lessons until the exams; this would also be copied to teachers who would then be expected to follow the content in the letter. I would read the drafts of the letters and organise office admin support for the mail merge and posting. I proof read the letters on Friday afternoon and so Anna’s perfecting them in the half-term ready to pass over to the office on Monday.
Follow up and Review
It took two meetings to sort these items out. I’ve seen the resources and at the next meeting we’ll get out and about and talk to some Year 11 students to check that they’re actually getting to use them.
 
I’ve praised Anna (I know this sounds patronising but I really think it’s important) for getting her team to work better and with more purpose and I’ve started to feedback to the parents and students who had seen me in terms of ‘hope you can start to see some things are changing …..’.
 
All part of the job
I hope Anna felt nothing but a bit of support from me and she was able to acknowledge that she understands it was just me doing me job in responding to concerns. I know that I’ve modelled good practice which she’s then cascaded down to her Heads of Physics and Biology.
 
The next part of the plan is forward thinking to prevent our current Year 9s or 10s finding themselves in the same predicament. 
 
I’ve also promised to look at what’s got in the way for her (her teaching staff numbers nearly doubling without her being allocated any additional technician support is likely to be high on that list!)
 
That’s all folks!

Interview questions - performance management

Here’s another question that’s almost always asked at any leadership interview at subject leader level or above.

“How do you manage somebody who is not performing in their job?”

Any leader or manager needs to have an approach to this situation. Before you get to a leadership position you need to know how to answer the question well at interview!

Symptoms
I like to start by saying how I know that the person is not doing their job:
  • Observation
  •  Keeping eyes and ears open
  •  Line management meetings
  •  Parents/student complaints (although ideally I’d know before then)
Diagnosis
I then talk about my diagnosis, i.e. why aren’t they performing well – talk to them, other colleagues and consider their circumstances. I’ll then be in a position to decide whether this is a colleague who needs support, firm support or what I call ‘the bottom line’ which is “do your job, no reason for you not to do it so are you up to it or not”. I show as much understanding as possible but my job is to help the students and that’s the only reason to help the adults.
 
Specifics
I then give an example. At the moment I’m firmly supporting my Head of Science. I know lessons weren’t quite right in Science, the modular results for Year 10 were lower than expected and there had been some complaints from students – mainly that they were bored and also that they didn’t know how to revise for their next module. All of this adds up to the Head of Department’s not keeping on top of her team.
 
I know she can do her job and that she knows what a good lesson looks like. I also know, because I make a point of keeping up with ‘gossip’, that things are going well at home so why isn’t she doing her job? Well part of the reason is because her job’s changed over the past year – timetabling and part-timers mean that her department has gone from managing 4 ½ people to managing 7. She doesn’t have any more admin/technician/second-in-charge of science time and yet somehow we’re both surprised that she’s not coping …….
 
Treatment
Anyway that’s my example – I’d then go on to talk about trying to find innovative ways of supporting him or her (in our school the innovation involves spending the least amount of money possible).  I'll do a seperate post about how I'm supporting our Head of Science.
 
The example you use can be something from your own experience of leadership, something you’ve observed or something you’ve heard about. The important thing is to be able to reflect – would you do anything differently, how successful the intervention was (and why) and the reasons it was so important to intervene in the first place (because the kids only get one chance). It’s also useful to show an understanding of how the same thing is almost guaranteed never to work twice because no two situations (people, school, managers) are the same.
Submitted by Mrs OC on 18 Feb 2009
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8 days a week - the atypical life of a deputy head

I really can’t complain as I had 3 snow days “off” last week and besides I’ve thoroughly enjoyed each and every one of the events on at school this week.

Day one
Monday evening was the postponed 'Options' talk. It was brilliant (I know self-praise is no praise but this was the verdict of several parents). I was pleased with it. In addition to my own talk about what was on offer, and the assembly from subject leaders that the students had already received, we had the 14 – 19 team talking about Increased Flexibility, Diplomas, Young Apprenticeships etc.; Connexions were in to offer support; our own Year 10s did a fantastic job of telling Year 9 why they had to chose what they enjoyed or were good at rather than what their friends were choosing. We had another group of Year 10s talking about how grown up you have to be to become a Young Apprentice and go out to college and work once a week. I think we comprehensively covered all the issues that parents and students will need to think about before making the important decisions that lay ahead.

Day two
On Tuesday evening it was Year 7 parents. I don’t teach Year 7 but stayed for a while because Parents Evenings are my event management project. I was down to nitty gritty detail:

  • Is the clock for appointment timings large enough to be seen from the back of the hall?
  • Do the teachers drink the bottled water on their desks or just use the PTFA tokens for cups of tea?
  • If a parent comes without their child can they still navigate the signs to get into the hall and find all the correct teachers?
  • Did our evaluation sheets give an average of more than 5 (on a 1 - 6 scale) for all aspects of communication, hospitality and organisation?

Luckily the answer was “Yes” to all but the tea question which is great because it’s one less thing for the admin team to put out on desks in the rush between the 3.30pm end of school and the 4pm start of parents evening.

Days three, four and five
Wednesday (and tonight) it’s the termly Music Concert – at the Autumn ones I’d planned only to see one evening but once I’d felt the warm glow watching our children perform I had to return the next evening. This time I planned ahead and had Mr. OC for company last night and will be helping out the PTFA with refreshments tonight (they’ve cleverly planned to hold our meeting during the concert, stopping for just 20 minutes to help with interval top-ups). I’m saying that attending 2 events in one night is beyond the call of duty but I am a martyr to the cause!

Day six
End of half-term mufti-day's bad enough (it's something about removing the almost physical restrictions of uniform); I've organised a Year 11 study skills day so that they start the half-term with no excuse about not knowing how to revise.  Friday night is staff cook-in from 6pm. This is mainly to say goodbye to Ben, the Australian English teacher who’s heading back home. I’ve cooked up my lasagne and am looking forward to food, drink and merriment till the early hours (oh well nearer 10pm).

Day seven
Luckily I’ve had my stint on Saturday detentions so I can have a bit of a lie-in on Valentines Day and start to enjoy the half-term.

Day eight
I’m not actually involved but the Head of Music will be back in school on Sunday set-building for the main school production which is on for a four-night run in March. I will try to show my face although maybe I’ll leave it to the other end of the half-term when I’m a bit more rested.

Submitted by Mrs OC on 12 Feb 2009
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