Aspiring Leadership Team & the P.Q.P.G

After school on November 26th, Black Gold's Aspiring Leadership Team met to discuss the Principal Quality Practice Guidelines participating in a carousel activity sharing their ideas and thoughts.  They also had the opportunity to listen to a presentation from two Black Gold Leading Principals. 

 

BGRD No.18 Principals' P.L.C.

During monthly Superintendent meetings, Principals are given time for "Professional Learning Community" discussions and collaboration.  On Thursday, November 15th, the topic was "Teacher Professional Growth, Supervision, & Evaluation". 

BGRD No.18 Supports Ronald McDonald House

On November 14th, École Corinthia Park School staff, their children, and Central Office staff went to Ronald McDonald House and cooked dinner for the children and families staying there.  Ronald McDonald House is a compassionate, safe, and affordable home away from home for out-of-town families whose children are receiving treatment in a local Edmonton hospital.  The purpose of the house is to keep families together and provide a supportive environment while the family member is being treated for his/her illness.  Thank you, everyone, for your kindness.

BGRD No. 18 Students Remember

Thankfully, for many Canadian children war is a distant concept.  As parents and educators, we must help our children to understand that the freedom we enjoy today came at a high price and to respect our veterans and current Canadians who fight for peace and freedom throughout the world.  Mrs. Greene, music teacher at École Corinthia Park School, did just that on Sunday when she took her choir to the Edmonton International Airport Remembrance Day Ceremony to sing "O'Canada" and "In Flanders Fields".  Thank you Mrs. Greene and ÉCPS Choir.

 

Building Workplace Culture

Culture is not what you do, but how you do it; it's a unique set of values and practicies that one may call "Common behaviour".  Culture is a powerful force - nothing has more impact on organizational performance.  Culture taps our need to fit in.  If everyone in the organization works hard, then newcomers soon discover that working hard is the path to acceptance.  If newcomers work hard and are chastised by colleagues for doing so, s/he will either capitulate or leave the organization to find a better cultural fit.  Good leaders purposely attempt to shape  a positive culture.

New leaders, and leaders new to an organization, should map an organization's culture and then correct any limiting facets of that culture.  Once s/he knows the culture, s/he must develop a vision for a better culture and share both it and the accompanying strategies with employees - encourage the right habits and correct the wrong ones.  

Unfortuanately, not everyone will jump aboard, but one must press on.  Initially, one will notice three camps: supporters, fence sitters, and naysayers.  In time, the middle group will disappear and the leader will be left with supporters and naysayers.  Once the scale tips toward the new culture, this new culture will have the "pull" that the old one use to have, and the "common behaviour" will be the path to acceptance. 

Building a healthy workplace culture is difficult work, but it is the most important work one will do as a leader.

Behavioural Interviews

In order to prevent potentially great employees from being over-looked, employers should conduct behavioural interviews.  Behavioural interviews reveal a candidates experience; they are based on the premise that past performance is the best predictor of future performance.  Behavioural questions say, "Prove it by giving me an example."  Instead of "Do you know how to ...?" or "What would you do if...?" it is "Describe for us a specific time when you ..." 

Identify the job's objective, responsibilities, key characteristics, and competencies, then create your questions ensuring they are job-related.  Finally, create both target answers and scoring scales for each question so you avoid basing your decision on first impressions.

Recruiting and Retaining Employees

While there are some differences between what men and women look for in an employer and a job, the majority of recruiters feel that they are not worth dwelling upon.  A slightly higher number of women (90%) than men (84%) place a priority on work-life balance, though both genders rank this as their number one career goal.  Both genders (79% female, 80% male) want an intelletually challenging job, but 73% of males (compared with 60% of females) hope to become leaders in their organizations.  Male or female, financial rewards no longer crack the top five employee motivators:

 1. Customer orientation (desire to make customers happy)
 2. Achievement (desire to work in a goal-oriented and challenging work environment)
 3. Inspiration (desire to inspire others through one's work)
 4. Identity & Purpose (desire to work in an organization that is in line with one's values)
 5. Fun & Enjoyment (desire to work in a corporate culture that is inherently entertaining)