“Every day do something that will inch you closer to a better tomorrow.”
This time of year there is an increase in gym membership, diets begin and all the other New Year resolutions that we have put off during the year come into action. We decide – it’s the 1st of January – this is when it all kicks off. Really, who are we kidding? How many of us honestly stick to our New Year resolutions?
For a few years now, I have stopped setting resolutions, concentrating more on setting professional and personal goals throughout the year. I make the goals more specific and realistic; in a way that they do become achievable.
I had the pleasure of speaking to managers at a conference during the autumn and another speaker blew me away because of his inspirational views and the goals that he set himself. This motivational person is Jamie Andrew.
It is a pleasure to have James Hempsall as my guest blogger. James has been the Director of Hempsall’s since 1999, leading a team of 25 trainers, researchers, development officers and consultants in early years, childcare and children’s centres. He has worked with over 100 local authorities supporting them to implement all aspects of government childcare policy at strategic and operational levels.
James writes ”There’s big things happening around two year olds. The government has signalled their importance by allocating significant new funding to the roll out of thousands of new places. At a time when new money is scarce, it is incredible that all roads lead to two year olds and their early education. It is an economic, social mobility, early intervention, poverty and achievement agenda. And one which retains the potential to support families to make sound economic choices, learn and achieve, and close the gap between the least advantaged children and their peers.
“If you do what you’ve always done, you’ll get what you always got.” Mark Twain
It was refreshing to see that the revised EYFS, Safeguarding and Welfare Requirements has a legal requirement that all settings should have adequate systems relating to how they supervise staff.
A number of my clients (some, currently have robust supervision measures) state that they already have supervision arrangements in place. However, when I ask for clarification this is not quite the case. Generally, what they do have is an adequate appraisal system. (This, indeed, should be in place.)
But it is important that we differentiate between supervision and appraisal; after all from September 2012 settings will need to have clear evidence, especially to show Ofsted how they supervise staff.
To help settings with this, I have attempted to define what these two terms mean:
Supervision: Focused professional and personal dialogue-empowering staff
Appraisal: Formal management evaluation of job performance
From a historical viewpoint we need to analyse the […]
‘The only real training for leadership is leadership.’ Antony Jay
Owners frequently ask me “Laura, do you know any decent managers, I have a vacancy to fill?” They also ask ”Why aren’t there enough decent managers?” I have to agree with these owners and think that, as a sector, we need to reflect on this and find solutions.
An effective manager is one who can truly lead a setting into a zone of quality. Over the years I have had many difficult conversations with managers where I have had to inform them that actually their setting is being managed and not led. There are many tell tale signs, for example the quality of the setting is ineffective and the manager does not have clarity around their visions and values in order to lead the setting. I come away scratching my head, thinking this person has been in post for x amount of years and has attended […]