Teacher Development - Rhema Group

Overview of the Three Modules

Understanding Our Context	Understanding Ourselves	Understanding Others
Module I Our Realities	Module II My Realities	Module III Their Realities
Goals	Goals	Goals
The Teaching Context The difficulty lies not so much in developing new ideas but escaping from the old ones.	Personal Development “Everything rises or falls on the quality of our leaders”. Self-insight is the first step to effective leadership.	Talent Development Before you became a leader it was about developing yourself , having become or aspiring to become a leader it is about developing others.
To provide a safe forum in which head teachers and teachers can discuss and fully understand the education context that they are working in and what will be required of their school/cluster in the future. To understand the drivers of change and how best to respond to them. With the use of best practice tools and processes, participants will craft their own aligned vision, objectives, strategy & change management plan for their school/cluster. Participants will create stakeholder management and communication plans.	“My Realities” provides a safe context in which to identify and evaluate the core competencies required as a leader and change agent as well as raising participants’ self-awareness of how they interact with others. Through a combination of a broad range of interpretative tools, diagnostics and facilitated discussion, participants will engage with the profile of a modern Head-teacher/teacher and be able to make personal comparisons with the profiles. They will be able to identify their own strengths and weaknesses and be able to develop the appropriate behaviours, character and skill sets to function more effectively in their change management & leadership roles and to prepare them for further personal growth.	The goal of this module is to initiate the process of empowering others. Consequently, the module will look carefully at the nature and characteristics of empowerment and the role of the change agent. Participants will gain valuable insights into the psychological factors that either inhibit or empower change and will be given a stepped process for creating sustainable change. Participants will be asked to engage with the concept of whole person leadership. The module relies on various learning methods including role plays and vignettes on core pieces such as: healthy confrontation, giving & receiving feedback & coaching.
Outputs	Outputs	Outputs
Identify the preferred future Creation of an aligned vision and change plan Presentation of School/Cluster strategy to key stakeholders	Transfer learnings into a Personal Development Plan Agree any personal development issues to be carried forward by accountability group- and/or with external coach	Create a climate in which teachers feel engaged and valued and are resilient and not resistant to change Engage effectively with para-professionals and business partners to obtain their willing involvement in change plans.
Actions	Actions	Actions
Communicate & obtain buy-in for vision and change management plans Influence Stakeholders to implement plans Delivery of change plans	Personal Development Actions Leadership/Management Plan Delivery of change plans	Personal Development Actions Coaching Plan Delivery of change plans

Snapshot – Three Module Programme

Module I Our Realities		Module II My Realities		Module III Their Realities
Understanding & Adding Value to …Our School/Cluster		Understanding & Adding Value to …Ourselves		Understanding & Adding Value to …Others
Introductions Participant’s Objectives How do we see the current situation? Syndicate work on current realities Feedback and discussion of the current situation How do we want to see the situation two years from now; the need for a vision; how to create a vision	Developing objectives and strategies to deliver your vision What effect will your strategic plans have on others? Change Management Exercise Debrief of Exercise The Change Management Process	Introductions Participants’ Objectives Managing Expectations Step 1: What is an effective leader? The Leader Manager Leadership Vs Management Leading through I.N.F.L.U.E.N.C.E. Step 2 How others perceive our leadership competencies Feedback on leadership competencies	Step 5 How to get the best out of others Understanding the motivation needs of others Building positive relationships with others Step 6 How to get the best out of yourself Identifying the factors which combine to enable you to give of your best Step 7 How to put the whole picture together Interpreting all the information acquired in Steps 1 to 6 Creating a personal vision for future success	Introductions Participants’ objectives What does it mean to be a change agent? The antibodies to change Empowering others The eight stage process for creating major change Changing ourselves	Leading up, down and across adding value to managers, peers & direct reports Confronting the need for change in others Confrontation & Affirmation Confrontation role play with debrief Conflict resolution exercise
Lunch 12.45 – 13.45	Lunch 12.45 – 13.30	Lunch 12.45 – 13.30	Lunch 12.45 – 13.30	Lunch 12.45 – 13.30	Lunch 12.45 – 13.30
Syndicate work on creating the vision Syndicate work on making the vision and objectives concrete and measurable How will people need to work in a different way? What do we mean by values and culture? The importance of a shared culture and values; the need for a common understanding and agreement	Analysing a change Creating a change plan Identifying key stakeholders Managing and influencing key stakeholders Creating a communication plan for key stakeholders Review of participants’ objectives Close	Step 3 How we see our leadership style Feedback on leadership role Comparison to leadership competency feedback Step 4 How we interact with each other Teamworking exercise Improving teamwork Team building	Step 8 How we cope with & manage change Change Management Questionnaire results Managing stress in self and others Step 9 How to go forward? Using a guide to Personal Development Completing a goal planning Sheet Review of participants’ objectives Close	Why people resist change The need for culture change Deep change versus slow death How will the culture need to change to become a successful school/cluster working with business partners Building resilience in others Managing people through the change curve	Coaching skills How to give Feedback Framework for Coaching Coaching vignettes Review of participants’ objectives Wrap up integrating the learnings from the three modules and agreeing practical outputs for Personal Development Plans