Motion leadership

Motion Leadership Jamie Oliver and PLT Leaders

What are we asking from you? Passion for improvement Moral imperative Move from status quo/ inert state to

motion leadership Take risks Behaviour before beliefs Learn and work A negative cost benefit ratio (at first)

School dinners Circa 2004 Quality of school

dinner food major problem

Kidbrooke Comprehensive (1400 secondary students) in Greenwich

Greenwich council agreed he could take over the whole borough’s schools

Up to 20,000 students across 60 schools

Government raised the amount that could be paid for each child’s dinner up from 37 to 50 pence

Change problems State of inertia to

one of movement Fear of change Too fast /too slow Relationships

State of inertia but it was efficient

Serious risk in students going hungry

What is the capacity like?

Jamie, the outsider

Change itself Building relationships Taking risks but scaffolded Simplexity-smallest number of key

changes Behaviour before beliefs Honour the implementation dip

The myth and the reality of change

Connecting peers with purpose Role of leaders is to enable peers to

facilitate, and interact in a focussed manner

Peer connection is the social glue of cohesion

Positive peer bonds strengthened – leads to collective capacity

Develop allegiances with each other ‘We- we’ commitment

Capacity building trumps judgementalism Overuse capacity

building and underuse judgementalism

Overuse empathy

The more you park judgement more accountability you get

Learning is the work Communication during

implementation Ok to take risks that’s how

we learn Only way to get depth is to

do continuous on the job learning

Importance of continuous support

10,000 hour rule (Gladwell) 100,000 hours relational

coordination The work is harder as people

are not yet good at it

Tiger Woods Relentlessly

consistent 50% Willingness to change 50%

Transparency Rules De-privatization of practice is

everywhere Can’t force people to change but can

create a system where positive change is inevitable

Transparency leads to accountability What would have happened if Oliver

failed?

Love, Trust and Resistance Demonstrate your trustworthiness High trust/ high speed change Persistent yet flexible Resolute leadership and empathy Leaders can get away with assertiveness when: They are trusted it is a good idea they empower people to help and shape the

idea

Ernest Shackleton 1909 Shackleton led a crew of 28 to the South Pole. On

the way their ship was caught in ice and destroyed. For 18 months they crossed ice flows and 800 miles of water in a rowboat. At one point Neish ( a crew member) rebels and wont go on. Shackleton abuses him and threatens to shoot him if he jeopardises the life of the men. Neish goes back to work. It is not the threat of being shot that makes him do this but the fact that the crew supported Shackleton even when he was doing this because they trusted him implicitly .

A final word from Jamie http://

www.youtube.com/watch?v=A9DAYNKDixw&feature=related