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Product reviews for The Art of Being a Brilliant Middle Leader
Leader Quarterly, A Publication of the National Association of Principals & Deputy Principals
-˜The Art of Being a Brilliant Middle Leader', co-written by Gary Toward, Chris Henley and Andy Cope is a user-friendly manual and resource for middle leaders in education. Between them, the three authors demonstrate a wealth of experience within the classroom, as leaders, and also as trainers and keynote speakers.
As stated in the foreword by Sir Tim Brighthouse, the tone is always optimistic, energetic and light-hearted. Each of the nine humorouslynamed chapters include diagrams, cartoons, Top-Tips, quotations and/or aphorisms under the heading of -˜Thinking inside the Box'. All of the above make for an entertaining read. The style is very often anecdotal, never too wordy or scientific, enabling a dip-in, dip-out approach for the very busy middle leader.
It should be noted that this book is firmly based in the English system with frequent references to Ofsted and management structures which are somewhat alien to the Irish reader. However, leadership is leadership and people are people, so by putting these differences aside much good advice may be gleaned by middle leaders in education and indeed in other sectors.
The first chapter deals with -˜busyness' and is entitled -˜The Struggle'. The authors begin on a positive note - as they would say, -˜begin as you mean to continue'. They affirm and value the challenging role of the middle leader, comparing it to that of a master juggler. They advocate attention to the moment by thinking and musing as an antidote to busyness, so as not to be swamped by something which will not go away, but is part and parcel of the life of a middle leader.
A positive checklist is provided, to be answered honestly and on a scale from 1 - 5. 1 is -˜not yet' and 5 is -˜brilliant'. A brief warning - this may be initially daunting! The reader is subsequently advised to make note of areas for development and improvement, but not to lose sight of his or her strengths.
The next chapter deals with the often difficult concept of change. The reader is encouraged to prioritise a -˜to-be' list as opposed to a -˜to-do' list - to concentrate on who you are being while doing things. Positivity, being creative, having a sense of humour and being organised are all advocated. The -˜little acts' of leadership, such as being genuinely interested in students, or being positively purposeful on a daily basis, or having a smile for all are presented as being more significant than the larger, more obvious acts of leadership, such as decision- making.
Subsequent chapters frequently highlight the importance of positivity in a middle-leader and how the right attitude and asking the right questions can plant healthy seeds. Simple behaviours such as using eye-contact, greeting, praising and appreciating are strongly encouraged. However, over-positivity is cautioned - a ratio of 6:1 regarding positive versus negative comments is seen to be the ideal, particularly when chairing meetings.
The authors also ask middle leaders to be aware of the dangers of complacency (coasting) and denial (-˜teaching was better in the old days') and advise the direction of regeneration. Again, the reader is reminded of the importance of embracing the challenges of change.
Middle leaders are also frequently encouraged to listen to and involve others in creating plans to foster a sense of ownership, however thornier issues are not overlooked within the sea of positivity. We are reminded that moments or situations of negativity must be addressed. Practical tactics are suggested as a way forward, such as not becoming emotionally involved while retaining a true sense of purpose and verbally expressing a possible difference of views. We are advised that disagreements should never become personal and that middle leaders should not bear a grudge and should always attempt to choose to remain supportive.
The penultimate chapter entitled -˜House of the Rising Sun' sums up best practice, focussing on the importance of constant improvement, creativity and overt appreciation of all partners. Middle leaders are asked to facilitate reflection and to involve teams in discussion on ways to improve and move forward.
The authors take their leave with a thank-you and an activity: identify the number one thing we can start today and the number one thing we can stop doing today for the most positive impact.
This is indeed a self-development book which is accessible for many. Those who have an innate dislike of Americanisms such as -˜awesome' may have to brace themselves on occasion. Although this book was inspired by an education system which differs from our own, there is still much valid and thought provoking material for any aspiring brilliant middle leader.
As stated in the foreword by Sir Tim Brighthouse, the tone is always optimistic, energetic and light-hearted. Each of the nine humorouslynamed chapters include diagrams, cartoons, Top-Tips, quotations and/or aphorisms under the heading of -˜Thinking inside the Box'. All of the above make for an entertaining read. The style is very often anecdotal, never too wordy or scientific, enabling a dip-in, dip-out approach for the very busy middle leader.
It should be noted that this book is firmly based in the English system with frequent references to Ofsted and management structures which are somewhat alien to the Irish reader. However, leadership is leadership and people are people, so by putting these differences aside much good advice may be gleaned by middle leaders in education and indeed in other sectors.
The first chapter deals with -˜busyness' and is entitled -˜The Struggle'. The authors begin on a positive note - as they would say, -˜begin as you mean to continue'. They affirm and value the challenging role of the middle leader, comparing it to that of a master juggler. They advocate attention to the moment by thinking and musing as an antidote to busyness, so as not to be swamped by something which will not go away, but is part and parcel of the life of a middle leader.
A positive checklist is provided, to be answered honestly and on a scale from 1 - 5. 1 is -˜not yet' and 5 is -˜brilliant'. A brief warning - this may be initially daunting! The reader is subsequently advised to make note of areas for development and improvement, but not to lose sight of his or her strengths.
The next chapter deals with the often difficult concept of change. The reader is encouraged to prioritise a -˜to-be' list as opposed to a -˜to-do' list - to concentrate on who you are being while doing things. Positivity, being creative, having a sense of humour and being organised are all advocated. The -˜little acts' of leadership, such as being genuinely interested in students, or being positively purposeful on a daily basis, or having a smile for all are presented as being more significant than the larger, more obvious acts of leadership, such as decision- making.
Subsequent chapters frequently highlight the importance of positivity in a middle-leader and how the right attitude and asking the right questions can plant healthy seeds. Simple behaviours such as using eye-contact, greeting, praising and appreciating are strongly encouraged. However, over-positivity is cautioned - a ratio of 6:1 regarding positive versus negative comments is seen to be the ideal, particularly when chairing meetings.
The authors also ask middle leaders to be aware of the dangers of complacency (coasting) and denial (-˜teaching was better in the old days') and advise the direction of regeneration. Again, the reader is reminded of the importance of embracing the challenges of change.
Middle leaders are also frequently encouraged to listen to and involve others in creating plans to foster a sense of ownership, however thornier issues are not overlooked within the sea of positivity. We are reminded that moments or situations of negativity must be addressed. Practical tactics are suggested as a way forward, such as not becoming emotionally involved while retaining a true sense of purpose and verbally expressing a possible difference of views. We are advised that disagreements should never become personal and that middle leaders should not bear a grudge and should always attempt to choose to remain supportive.
The penultimate chapter entitled -˜House of the Rising Sun' sums up best practice, focussing on the importance of constant improvement, creativity and overt appreciation of all partners. Middle leaders are asked to facilitate reflection and to involve teams in discussion on ways to improve and move forward.
The authors take their leave with a thank-you and an activity: identify the number one thing we can start today and the number one thing we can stop doing today for the most positive impact.
This is indeed a self-development book which is accessible for many. Those who have an innate dislike of Americanisms such as -˜awesome' may have to brace themselves on occasion. Although this book was inspired by an education system which differs from our own, there is still much valid and thought provoking material for any aspiring brilliant middle leader.
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18/07/2017 01:00
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