Tag: tactic

It’s All Bite Sized

Posted on by Steve Zonnevylle

Photo by amirali mirhashemian 

I used to like reminding my students, when they’d tell me that things were too hard or just simply too much, that the key to beating this sort of stuff is to think of it all as a hamburger.

Yup a hamburger. Stick with me here.

What I used to tell them is that when they (or anybody actually) bites into their favourite, huge, big, gigantic hamburger, that they never swallow it all in one big bite. Nope, they take little bites. And they take these little bites because their mouth is simply far too small to cram a whole big hamburger into their gob.

Unsurprisingly it’s the same for Leaders too. When we eat a hamburger – when we eat anything actually – we tend to chew off as much as we can, and no more. And if we’re really clever we’ll also take a little moment to savour what we’re eating while we’re at it.

This is the same for those times when the task in front of us is simply far too big, or far too much. There’s no way you can tackle the whole task in one big bite – so don’t even try. Break it down into “mouthful” pieces. And although the task might not necessarily be as tasty as your favourite hamburger, you can still take time to savour, or get some meaning, out of the situation.

There’s no challenge in front of us that can’t be tackled in bite sized chunks. So stop looking at a task and thinking it’s far too big, or onerous, and instead take a little bit of time to wonder where you’d be best to take that first bite.

Steve

Amplifying or Creating? – Culture Change the Easy(er) Way

Posted on by David Armstrong

Photo by Sergio Capuzzimati 

The thought below came out of a recent conversation with a colleague where we were discussing the the willingness (or otherwise) of some newer staff members to take on extra responsibilities when needed. They were frustrated at this situation and wanted change, but at the same time were grateful that many others were willing to step forward. 

Culture, an eclectic mix of elements, thoughts, actions, and ways of doing things. And it’s also one of the biggest things that is laid at your principal door. It might even be in your Job Description and it’s an ongoing work stream that every school leader has to deal with.

.   .   .

We use the word all the time in conversation about our schools and it’s often in a judgement – “School X has an awesome culture; you can feel it the moment you step onsite”.

People will say things like, “you need to visit Suzy over at Y School, their playground culture is so settled.”

So off you go to have a coffee with Suzy and wander through their grounds to see this for yourself. Then you come back to your place and tell your team about the goodness. At this point it’s possible that some goals start to be set and plans formulated to develop a new playground culture at your school. Maybe you need to.

The problem with this approach is that culture is very complicated and nuanced – it can be incredibly difficult to understand exactly what is driving that “settled” playground. And it’s all too easy to start following a particular path of action that should have worked, but doesn’t.

I suggest that there is an easier way, a way that is more likely to get you to where you want to be and doesn’t involve translating someone else’s magic mix into your setting – instead of new, how about amplifying the ‘good bits’ of your existing reality?

A major plus of this approach is that you are starting in your own context with the assets available and already intimately known by you.

The cliched reality that ‘you will get what you focus on’ is your driver here, and it’s a lower key, positive way to create change.

Is your mission to create a completely new culture? Or might it be better to amplify what is already good?

Dave

Plenty of Service But No Servants

Posted on by David Armstrong

 

People often comment on the financial difference between working in the public sector and working in a business. When contracts are being negotiated comparisons are made and we often end up bemoaning  the relative under pay.

But it’s not under payment that is causing me to age a little more quickly this week, it’s people. Specifically, some of the people we are mandated to serve – ‘difficult ’ parents.

.   .   .

There’s a fundamental difference between how you can deal with difficult people if you are running a business as opposed to running a school.

Imagine owning a bookshop where a particular customer is always rude to staff or publicly criticises the decisions you make – it wouldn’t be long before you asked them to leave. Or perhaps you run an irrigation supply business and one particular farmer is often awkward to deal with and abuses your sales rep – it’s likely that you would simply stop working with them.

Therein lies the problem for public servants, we can’t simply stop working with our most difficult people. And unlike a retail business where an unpleasant customer calls in once then goes away forever, difficult adults in our school communities stay with us – often for years.

So, both management and teachers have to continually work at maintaining relationships with people that for varying reasons do not reciprocate this responsibility. Its often an unequal dance with one party demanding/expecting something more akin to servitude than service!

So here’s a question – what standard of behaviour is acceptable for parents in your school? In effect, is there a ‘line’?

Many years ago, a principal of mine had a very clear personal view that there was a line, and that crossing it meant you either changed or left. In the top righthand drawer of his traditional old school desk was a stack of ‘transfer slips’. These small pieces of paper were for recording the basic details of a student’s enrolment and were used when a student was moving to another school.

When he felt all avenues had been exhausted, he would calmly open the drawer, pull out a slip and place it on the desk. He would then say something like, “I’m sorry that we can’t meet your needs, perhaps another school might”. An interesting effect was that often the parent would immediately start retracting some of their more unreasonable statements and demands. 

Putting the slip on the desk was effectively drawing a solid line in front of the behaviour.

As we sit here at the end of the Term, with pressure on everyone’s’ time and energy, perhaps we need to get more direct with some in our communities. Perhaps we need to rehearse a verbal version of the old transfer slip – “I’m sorry that you feel like that, but that’s all we can do.”

Fullstop, no more commentary.

While the almost universal implementation of ‘zoning’ has made shifting schools difficult for most, the well known saying that, “you’ll get what you are willing to accept”, is never truer than deep in Term 4 – service needed, not servitude.

Dave

 

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Welcome to the Jungle

Posted on by David Armstrong

Photo by Chris Abney 

Three weeks to go in Term 4 – welcome to the jungle!

This is the time when I start to have a nagging feeling that the human brain (mine) isn’t made to work at this pace. I was standing in the playground after school this week and simply could not remember the name of a parent. I value connection and knowing someone’s name is a critical part of that, but my mental resources were drawing a blank. I suspect some of you might relate to this.

I have a completely un-scientific theory that I can check what capacity (slack) my mental game has by doing the Stuff Quiz (a daily NZ news site quiz). My observation is that in the holiday periods my scores get better and at pressure times worse . . . so that day I checked. I can report a reasonable 10 out of 15 result so not disastrous thank goodness.

.   .   .

How about you? Are you picking up clues that your mind is running out of spare capacity as we race to the end of Term? Now might be exactly the wrong time to be doing too much high level strategic thinking and is also probably why those teachers still writing reports can struggle to string a coherent sentence together – system overload.

It’s at times like this that I deliberately slow down. I know projecting an aura of ‘busy’ negatively affects others in my kura – people ‘catch the vibe’ from their leaders and if I am clearly flat out, I subtlety turn the pressure dial up for all.

Personally, I have two simple strategies I use to try and manage any impact my busyness has on our team –

  1. Physically slowing down
  2. Making space/time

Slowing down – I’ve confessed before that back in the early days of this adventure, I used to almost run around the site when super busy. In hindsight, this crazy behaviour was akin to getting a super soaker full of stress and spraying it on those watching me.

These days, when the pressure really comes on, I physically walk slower. Simple as that. I pause, chat to kids and move more slowly around the site. I know it sounds a bit ridiculous, but try it and see for yourself. Walk slower and talk to at least a couple of children every time you are out and about.

Making space/time – I’ve built a wee habit in the mornings where I get up a bit earlier than I once did and get the day straightened out in my head. I look at my schedule, check my email and generally get the shape of what will happen clear. Once I’ve done that, I write a single Post-It note with the one or possibly two critical pieces of work I have to do that day. That note sits where I can see it all day and at the end, finished or not, is biffed. Tomorrow I will make a new one based on what that day brings.

This is a win/win/win strategy. It means I have both clarity and peace about what needs to happen that day, and it also means that when I arrive on site in the morning, I can focus on talking with people and making those critical ‘start of the day’ connections. I can’t overstate how useful this tactic is.

A 15 minute investment each morning is all it takes.

Dave

 

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What would this look like If it were easy?

Posted on by David Armstrong

Photo by Ignacio Amenábar

Principalship is sometimes described as hard, complex, or challenging, which can all be true at times, but what if it wasn’t? What if it was easy?

And interestingly, ‘easy’ is very subjective.

I’m guessing we all have aspects of the job that we find easy, but that others may well find difficult. For example, the yearly prizegiving speech. You may love giving that annual inspirational address to a packed auditorium. You look forward to it and get a real buzz from the delivery – it’s easy. But just down the road, another principal lies awake worrying about it as the fateful day gets closer. If public speaking was the primary task of the first principal, their job would be easy. If it were the primary job of the second principal . . .

I know a school leader who is amazing at creating timetables. Give them the parameters and intended outcome, and in less than 5 minutes they’ll have a functional masterpiece nailed. Give me the same challenge and I’ll struggle for ages and have to write drafts, redrafts and probably more drafts before I get it right. If timetabling was a big part of this gifted individual’s daily work, they would be cruising.

If something has a degree of challenge, and you are good at it, it also usually becomes enjoyable, fun even. (Having fun while working could be close to the holy grail!)

.   .   .

So, one way to make the job easier is to spend as much time as possible doing the things that energise you, and the least amount of time doing the things that you find difficult or energy sapping. Some experts even call this ‘job design’ – where you deliberately craft your role in a way that maximises your strengths (and minimises the time you spend on things that drain you).

On the flip side, this strategy means change – someone else will be doing the things that you struggle with, or those things are deleted, or they are done differently. If you have a scheduling guru in your team, doesn’t it make sense for you to release them to sort that pesky learning support timetable? You could even teach their class while they do.

.   .   .

Before any of this can happen, some thinking will be required.

Which regular aspects of your role could be: done better by someone else, done differently by you, not done at all? And which would you like to do yourself, or do more of?

You need some time on your own personal ‘lillypad’, with a blank piece of paper in hand, to think about this. And folks, this needs to be done off-site.

I suggest you start with the negatives – the things you hate doing. Even giving yourself permission to consider what they are, will have them rushing out onto the paper. That’s because they are usually closely linked to an emotion or two.

Then make a second list – the things you enjoy doing. The parts of the job that energise you. I’m guessing pretty much all of us will have something about hanging out with the kids in this list, but after that it will diverge uniquely. (If you genuinely struggle to think of things here, that is a tangible sign that change is needed, things are not OK, and you may need to talk to someone you trust.)

Once the lists are started, it’s time to picture yourself doing less (of the difficult) and more (of the energising). It may sound ‘cheesy’ but literally visualising what your job could be like with a better balance of responsibilities helps make change.

“If you can imagine it, you can achieve it. If you can dream it, you can become it.”  W. A. Ward

Picturing something is that vital first step in making an abstract idea real. There’s more to do after making that first leap, but without it, what you decide is ‘impossible’, stays that way.

Why not?

Dave

 

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Cutting Corners Like a Boss

Posted on by David Armstrong

Photo by Felix Berger 

Corner cutting is about taking the shortest or most direct route to where you want to go. You’d think that would be a good thing, but this little idiom also carries the unhappy thought that you might be leaving something important out or are going to hit a metaphorical curb.

Imagine standing up at your next Board meeting and saying, “great news – the whole team is cutting corners.” I’m thinking there would be a very awkward silence before someone asked you to explain.

.   .   .

In reality, that’s exactly what we have to do as school leaders. There are time limits to the work we need to get done, and ever more competing work waiting to be started. The Ministry has 31 current initiatives or reviews listed on their website today, so it’s fair to assume that new work will not be in short supply in the foreseeable future . . .

Even a rockstar principal (like yourself), will be unable to methodically work through the items. You are going to need to look for some speed and that’s where judicious corner cutting is a vital strategy.

Let me give you an example.

The auditor has just sent you the 14th email requesting yet more information. You could methodically work your way through each item, carefully considering whether a particular piece of information or evidence exists, then compose a detailed response with supporting commentary/evidence. This process could take several hours, which might be acceptable practice if you were an accountant, working in a controlled and quiet environment, with skilled secretarial help and no interruptions from the public. But you’re not.

Or

You could reply directly to the emailed items with the briefest (and truthful) possible responses. For example –

“Does the Board have processes and controls, regularly reviewed, and understood by key management staff, to mitigate the possibility of individuals being the sole receiving and banking personal?”

Answer: No

“How have you enhanced the abilities of individual employees?”

Answer: With focused PLD linked to individual development needs.

Are these the best possible answers you could give? No. But are they answers that will allow the hard-working junior audit staff to tick an item off their own list? Possibly yes.

And while there’s definitely an experience related ease to identifying which corners to cut, anyone can do it with the right mindset. It’s about deliberately giving minimum time and effort to the things that don’t fit the description of ‘important work’, but that do need to be done.

In a busy day, it’s very easy to mix up whether you are looking at a potential shortcut or whether it is actually important work. When torn with what to do first, my personal sorting thought is; “is this directly to do with people?” Anytime I’ve ignored this rule, I’ve made more work and/or more future hassle. Here’s an example from an earlier post.

Next week will give you many opportunities to look out for cuttable corners, and if principalship was an online game, you would absolutely get bonus points everytime you found one and took it. No shame, just satisfaction in using your professional judgement like a boss.

Weekend well!

Dave

 

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Bin The Pile Early This Year

Posted on by David Armstrong

 

If you would like a guaranteed way to feel mentally ‘lighter’ in less than an hour, try scheduling 60 minutes of work-based decluttering next week.

All you have to do is block out 1 hour in your diary and devote it to;

  1. Deleting any openly displayed piles of paper in and around your office
  2. Deleting any hidden piles of paper in cupboards/cabinets in and around your office
  3. Tidying your computer desktop

Trust me, I’m not judging. My workspace has seen plenty of piles that have sat there mocking my efficiency for silly amounts of time. In my (and possibly your) defence, there’s probably a fine line between administrative perfection and the time spent achieving it. A perfectly clear desk/office might just suggest you have used more than a reasonable amount of your time on achieving that perfection.

Personality comes into it too – we all have different tolerance levels for ‘stuff’ lying around, but the universal truth is that clutter is exactly that, and plenty of research shows that working in a cluttered space adds mental load to the people doing it. And the last thing a school leader needs is more mental load.

When I started the teaching game, I well remember a wise, older teacher telling me that if I hadn’t used a particular resource in the previous 3 years, I should biff it. The reality back then was that almost all resources were paper based, and they took a lot of space to store – in your classroom, in your car, in your lounge at home . . . These days most of my clutter is electronic, but the bit that mocks me on a daily basis is sitting on the corner of my desk. Unresolved.

The old way of dealing with ‘the pile’ was to wait until the Christmas break then finally drop it all in an Otto. That symbolic action meant you had finally come to terms with the reality that the possibilities and opportunities buried in that pile would not be realised. And with this sub-conscious understanding, some mental load was also thrown away.

Why wait until Christmas when you can do it before lunchtime next Tuesday?

Dave

*You can read another post we wrote on this topic earlier here.

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Perhaps the Swivelly Chair is Too Comfortable

Posted on by David Armstrong

 

There’s a great kids movie called Wall-E that came out a few years ago. It’s one of those early Pixar animated films that actually has a story line. It’s 2085 and the world is a mess. Humanity has abandoned the (broken) earth and for generations has been travelling through space looking for a new planet to inhabit.

Ultimately, it’s a fun movie about hope, but the reason I’m mentioning it is that it has a hilarious section where the impacts of humanity’s sedentary lifestyle are laid bare. A sort of reverse evolution where people change from being strong and mobile to the complete opposite.

The leaders who planned the escape trip to the stars wanted people to travel in comfort and luxury which meant everything was done automatically with no human effort needed. Over time, even the need for bones was gone and people basically turned into blobs. In the movie it’s funny.

.

Except . . .

The job we do is somewhere on that slippery slope. It’s sedentary.

Ten years ago, Kansas State University researcher, Richard Rosenkranz, reviewed data from over 60 000 Australian men that showed those sitting for more than 4 hours daily were significantly more likely to report having a chronic disease such as cancer, diabetes, heart disease, or high blood pressure.  (I don’t why he only studied men, but I’d be very surprised if the other 50% of the population were much different). The risk periods were categorized as less than four hours, four to six hours, six to eight hours, or more than eight hours. Perhaps unsurprisingly, there was a direct link between the length of time spent sitting and ill health.

The link between time spent in a chair and pain when sitting, is also being clearly mapped. Researchers suggest that the lack of movement involved in sitting for extended periods induces conditions in our body that inevitably lead to back pain and dysfunction. Some current thinking is that most of the total damage is due to this inactivity too.

How many of you have ended up with a sore neck/back/arm/hip after a couple of big admin weeks? Or what about the days you spend at a course or PLD session? I bet I’m not the only one who feels the effects of this.

So, how much time do you spend attached to the swivelly chair – today? This week? This year?

And of course, your desk chair is only one part of the equation. We need to add in the daily commute and what happens at home in the evening . . . the numbers can be confronting if you are brave enough to actually add them up. And if you compare your number to the Australian study mentioned above, even 8 hours will look conservative to many of us.

Perhaps unsurprisingly, our American friends are the most studied group in regard to this issue. Various research shows that the average American office worker now spends up to 15 hours per day sitting . . . eek!

 . . .

Personally, I’m conscious of this problem and deliberately try to minimise it, but the reality of the job means it’s difficult. Some strategies I do use though include:

  • Getting a cup of water as needed rather than using a drink bottle
  • Standing up whenever someone comes into the space I’m working in (also keeps the conversation shorter)
  • Stretching when I remember to do it (this is good for a laugh occasionally when someone walks in on an awkward looking stretch)
  • Alternating between sitting and standing (a permanent high and low screen setup helps)
  • Deliberately going for a walk (I even try to do this when at a course)

And I don’t know how you are finding the job right now, but my observation is that the amount of admin that needs to be done is increasing slowly but surely every year. To be fair, there have been some recent wins, things like the new ERO model and the changes around teacher appraisal have been welcome from a ‘reducing unnecessary admin’ perspective, but the overall trend makes time in a chair increase.

Reading some of the research shows that there are two key problems in play when we sit a lot. The first is that too much time is spent in one particular posture, and the second is that, overall, it makes us sedentary.

There are actually lots of options for varying posture – high screen/low screen, rotating across the day between different chairs/kneeling stools/swiss balls, standing meetings, regular stretching.

Why don’t we already do these things? Habit.

We can all choose to be more active around the site by visiting classrooms, running messages for the admin team, volunteering for duties, walking the long way whenever possible . . . essentially being more active in the hours we are at work.

Why don’t we do this? Habit.

We’ve talked about habits lots in previous posts, including how to form new ones, but one simple tactic that I’m going to leave you with exponentially increases the likelihood of change happening – it’s removing barriers.

In regard to varying posture – put (at least) two sitting options near your desk. Two different chairs, a swiss ball, whatever you like, just different.

In regard to being more active during the working day – deliberately go the longest way possible to a classroom you are visiting. Out the gate, around the block if possible. Or past the bins where some ‘close enough’ shots have generously left a bit of stretching practice. It’ll take 3 minutes extra but those minutes are very good for you.

When Monday rolls around next week, you can do what you’ve always done, or . . .

Dave

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Admin Costs

Posted on by David Armstrong

Photo by Sear Greyson

As you read this, here in New Zealand we will be celebrating the appearance of the star cluster we call Matariki. These stars can be seen at mid-winter and using the Māori lunar calendar, mark the start of a new year. A new year is always a perfect time to take stock and consider change!

This is a simple ‘tactical’ post about freeing up time that is leaking away regularly and doesn’t need to. Today I’m looking at the black hole called ‘admin’. My definition of admin is everything that isn’t directly linked to people.

Admin(istration) is part and parcel of running a school. Done well it supports the important work (which is always to do with people) and can actually create time. Done badly it swallows up your most finite resource and gets in the way of things like, efficiency, progress, and the will to live.

And some people love it.

A good system or an efficient protocol can be things of beauty. For some of us there is a siren like pull towards perfection and where better to find that than in a neatly documented plan? The people we work with are harder to ‘polish’. They are unpredictable and always changing. But not so your duty roster – it can be refined and tweaked until it almost glows with perfection. Efficient, fair and perfectly presented. Even laminated.

But, and it’s a big but, admin tasks cost time and energy – yours. And quite frankly some of them don’t need to be done and some of them don’t need to be done by you.

So, I have two simple challenges for you this week.

One – identify one admin task to stop. Neither you nor anyone else will ever do it again.

Two – identify one admin task to delegate. Someone other than you will do it.

STOP IT

Let’s look at the ‘stop it’ tasks first. There’s a long list of things that belong here and I have been (and am) as guilty as the next person in maintaining some of them. Things like:

  • Printing out newsletters (do you know how many people even read them?)
  • Writing behavioural notes about minor lunchtime incidents (soul destroying)
  • Collecting ‘lost and found’ uniform items in a central location (creating learned dependence)
  • Sending home paper copies of Board minutes (wasteful on every front)
  • Personally adding all the items onto a shared staff calendar (that’s not a shared calendar)
  • Putting stray teaspoons/cups/stuff into the staff dishwasher after every break (… wrong on every front)

DELEGATE IT

These tasks aren’t on the ‘stop it’ list because they are actually useful. But just because they are useful does not mean you have to do them.

Depending on the size of your school and hence the number of people available to help, this list will vary. (If you are a U1 leader, your main gains are going to come from challenge one!)

  • Creating rosters
  • Following up student absences
  • Answering the admin telephone as you pass it in the Office
  • Doing anything with paper-based mail
  • Running payroll
  • Taking minutes
  • Add your own

Because you are not a robot and are a real person with all that it entails, I guarantee that you are regularly doing some time sucking tasks that you shouldn’t. I know I am.

And every regular task that you do eats into the precious 168 hours you get each week.

Of course, the items you pick to eliminate/delegate may not be easy to lose as others will probably be very happy that you are doing them. In fact, it’s guaranteed that some on your team will absolutely see a particular task as yours and yours alone.

Principals often strike this when moving to a new school. They are likely to be told directly that some admin tasks are theirs because that’s how it has been done by their predecessor . . . somewhere in the conversation will be at least the hint of “because that’s how we always do it”. If you feel this disingenuous little justification surfacing, you know you’ve just brushed up against the status quo – and unless your new school is perfect, it’s your job to challenge this. I’m not suggesting straight away though, rather once you have established yourself and have some reciprocal trust built up. I suggest making a few ‘back of the envelope’ notes as things occur to you in the early days – new eyes are sharp eyes.

And just to prove I often struggle to follow my own advice, here is an admin task I’m trying to delegate and at this point am failing miserably . . .

Outside the main entrance to our Office is a large whiteboard. It is smack bang in your line of sight as you come up the stairs to enter the building. Every visitor to the school and every student who needs something from the Office passes it. It’s blue chip, gold plated visual real estate.

For a long time, every day I would add something new – a quote, a reflection on the weekend sport, people’s birthdays, key events that day, congratulations, and of course the date (to prove it was fresh). But . . . if I wasn’t on site in the morning on any particular day, yesterday’s messages were still there. If I was away for two days, the material was two days old, you get the idea.

So, I found someone in the Office team who was willing and able to take over this task. Their handwriting is much nicer than mine and their ability to draw entertaining pictures outstanding.

For almost a fortnight all went well. The whiteboard was interesting and fresh and I relaxed into having one less thing on my self-imposed to do list. But it didn’t stay that way, and after a while it was clear that their commitment to this task had waned. We are now doing a sort of Russian roulette type dance until one of us cracks and will do the job. We both know the system is broken!

Given that ever school leader has a different list of admin tasks, and given it is highly unlikely that all (any?) of them are in your actual job description, you absolutely have the right to do a bit of deletion and or delegation. Two items – that’s my challenge to you.

Mānawatia a Matariki 

Dave

 

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Change Sometimes Needs A Push

Posted on by David Armstrong

Photo by Stephen Hui  

You’ve probably all heard the saying, “never waste a good crisis” which was originally attributed to Winston Churchill and has now been recycled a million times (particularly in the world of business where one person’s ‘crisis’ is another person’s ‘opportunity’ – e.g. no one is quibbling about the cost of vaccines right now . . . ).

I think a global pandemic qualifies as a crisis and while that is largely a bad thing, one upside is that it creates a climate of change – the status quo gets a non-negotiable slapping.

There are big meta challenges to solve – global vaccination, redistribution of food resources as economies struggle, and a world supply chain that is creaking badly.

At the next level down countries have to change how they support (or not) people who can’t work, how their borders will operate in the future, and how to keep their people safe.

Below these lofty change needs, deep in the system called public education, is you.

And it’s very likely that you need to change something too – not necessarily something forced on you by the pandemic, but something that will make you both sustainable (better) as a school leader and as a person. The pandemic just brings with it a general sense of the cosmos shifting, and with that feeling, change seems more possible.

 

 

In my case,  I’m currently part of a Springboard Trust Coaching for Leadership programme focused on strengthening our leadership team, and to do my part, I need to make some changes.

While I know that the science of change management is a well researched field and that many clever people have created excellent models to guide us through the process, I’m currently just focusing on a very simple little tactic – the interesting fact that changing something small somehow creates momentum towards bigger things.  

Strange as it may sound, by tweaking a couple of small daily habits, I definitely notice my ability to consider bigger change is easier. Couple that with the ‘opportunity’ of a crisis (a general feeling of change) and now becomes an excellent time to work towards better.

What I’m doing:

Getting up 45 minutes earlier than usual.

I’m not doing a full Power Hour as Saira Boyle has shared, but instead have focused on only a couple of elements at this time. Firstly, I don’t look at any screens. I open up the curtains and let the day share its light. As it’s getting warmer I’m going outside and I’m the only one there. Once I’ve spent a couple of minutes being still (is that meditation?), I head inside, get a coffee and read a section of a thought provoking book (currently Tools of Titans by Tim Ferris). Then I journal a few thoughts that link to what I’ve read. 

I know that sounds incredibly low key and simple but I can promise you it sets a different tone for the day. And I think that’s the key – it’s different. (The other small change I’ve made is to swop my habit of listening to news channels with listening to music. A sense of FOMO made that tricky for the first couple of days but now it feels really good.)

We’ve talked lots about habits and the relentless pull towards the status quo in other posts, but by making the really simple changes above, I think I’ve moved my figurative wagon wheel out of it’s constraining rut just a little bit. Once free, even just a tiny bit, it can start to take a new path.

If you too have some important things to improve, I think a great way to get started is to just change something small in your daily routine. You may be surprised at the mental shift that comes from this, and combined with the general sense of change in our world, things can happen.

Dave

 

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Making It More Likely

Posted on by David Armstrong

Photo by Marcel Strauß

A couple of weeks ago Saira Boyle wrote a great guest post about what she called the “Green Focus Power Hour”. In a nutshell she described an early morning routine that energises her – you can read about it here.

When I initially considered her method, a seemingly random thought popped up, “I’m guessing she has a good heating system.” This left field thought is not quite so crazy when you understand that where I live, the morning temperature is consistently sub-zero at this time of year – it’s cold at 5am!

The thought crossed my mind because I was mentally picturing doing what Saira described and attempting it in my house, before dawn, would have required an impressive number of thermals. The cold would be a real buzz killer for me.

And right there I had the perfect excuse to avoid something new.

  .   .   .   .   .

We humans are creatures of habit and subconsciously we don’t like change to our routines – even if objectively the change is good for us!

Don’t get me wrong, routines and habits are not ‘bad’ things. In fact, we rely on them to stop us having to make a thousand decisions every day – it’s way more efficient to have the majority of things in our days on auto pilot. It keeps us sane and avoids exhaustion.

But, and it’s a significant ‘but’, habits also make it difficult for us to change.

Well known author, James Clear, talks about this subject in his book, “Atomic Habits”  (an essential piece of reading for school leaders).

James discusses tactics to creating better habits.  He breaks the habit forming pattern into:

CUE            –       CRAVING        –          RESPONSE       –          REWARD

You can read more about this in a previous post here. But today I am only focusing on one part – how to make a start, that is, making it as easy as possible to make the desired change. In Jame’s model we are discussing the “cue”.

The recipe is simple enough; identify the barriers, then deliberately do something that removes them.

In the example of Saira’s routine, in a sub-zero 5am start, it is not the time to go out to the woodshed, fumble around for some matches and light a fire that will take an hour to make any difference.  But how about setting the heatpump to turn on an hour earlier the next day? That’s pretty simple the night before. That would guarantee the house was nice and warm when your  subconscious is looking for excuses the next morning.

Another example could be going for a walk after work. We all know it’s good for us but by the time we get home it’s late, the family needs us to be present, tea needs to be sorted, and we’re tired. But how about we make it a lot easier. How about we throw some comfortable shoes, a beanie, and some gloves (still in winter mode!) in our school backpack? At the end of the day, before we head home, there they are, accessible and hard to ignore. Pull them on, head out the office door and walk for 30 minutes. Then go home.

Or you are finding yourself sitting for way too long each day. How about investing in a permanently ‘up’ standing desk (set up with a screen and keyboard) positioned alongside your sitting desk. That way when you come into your office it is very easy to just stop in front of the standing screen and start working. Without the hassle of moving things, another barrier is gone.

Some other examples are:

  • Leave a visual reminder (like a little 40 Hour dinosaur!) in the middle of a workspace where you have to notice it. 
  • Leave that book you want to read on top of your pillow when you head to work.
  • Put a recurring note in your daily calendar that says “visit a class now!!”
  • Download a “get up and walk” app to your phone.
  • What’s in the pantry at home gets eaten – put better stuff in it.
  • Get a friend to agree to meet at a specific time each week – non-negotiable (and agree to nag each other).
  • Set the “do not disturb” function on your phone so it goes quiet early in the evening.
  • Schedule ‘hard’ stuff earlier in the day  so you are fresher when needed.
  • Read this post – “Add The Big Rocks First“
  • Etc

The key point is that you are setting yourself up for success by making the desired new behaviour as easy as humanly possible. Ideally, so easy that it actually takes effort to avoid it!

.   .   .   .   .

So, what positive habit would you like to build? With a Term break starting at 3:01pm today, this is the perfect time to remove some barriers and set yourself up for success.

Happy holidays (at least in NZ!) and the 40 Hour team will see you back in a couple of weeks. Ka kite!

Dave

 

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The Green Focus Power Hour

Posted on by 40hourprincipal

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This week we are sharing a guest post from a fellow principal in New Zealand, Saira Boyle from Willowbank School. As an experienced principal, Saira has been become increasingly conscious of the demands that our leadership roles make on us, and has generously shared some thinking and tactics that are worth considering.

In our work as principals we’re bombarded on a daily, if not hourly basis, with a diverse range of challenges, each one creating a stimulus inside of us; some physical, some emotional and others a combination. At the start of 2018 I developed a life threatening unprovoked blood clot in my leg; the cause – layer upon layer of work related unreleased stress stimulus as a direct result of ‘the job’ (which don’t get me wrong I LOVE, and am slightly addicted to!)

On and off for the last three years I’ve unsuccessfully dabbled with a range of different things to help deal with impact of the work stress; healthy food, drinking water, walking, gym memberships, early nights, leaving work before 6pm, leaving the laptop at work, taking email off my phone, and so the list goes on! When I say unsuccessfully I mean I started different tactics and strategies, usually at the beginning of a new term and as the pace and mahi picked up or the winter months kicked in, each one fell by the wayside. I mean, after a vexatious parent, a playground fight, an overwhelmed staff member and a pile of non NZ trained applications to read for a teacher vacancy, toilets to clean, grumpy neighbours, a teacher in tears due to the pressures of an under resourced child with non-typical needs, a board report to write and a late night PTA meeting to attend (in one day!) who can resist a sausage roll or two, binge watching Netflix until the early hours and an extra hour in bed in place of a morning walk, right? Snapback into old and trusted habits was strong and fierce, time and time again. Sound familiar?

Believe it or not it doesn’t need to be this way.  A couple of weeks ago Steve’s blog made reference to a Stoic quote about responding to pressured situations by, “firstly not getting worked up and then by doing the right thing; being a good human being and speaking with kindness, modesty, and sincerity”. A fabulous outcome of living by this mantra is personal growth and wellbeing – the ever illusive holy grail. When I posted in the comments of Steve’s blog and he invited me to share with you, I have to say I put my new learning into practice, silenced the mind and responded with gratitude for the opportunity. So, here I am, and here goes. 

.   .   .   .   .

I’ve been practicing something for around two months now, on a daily basis, which helps immensely to make that space between stimulus and response a space where one can manage the emotion to ensure reaction doesn’t occur, keep the brain out of the red zone reaction and develop stress mastery. It’s simple, effective and takes only one hour each morning. It breaks down the stronghold of mental models which lead to our ‘reactions’ (becoming worked up) to certain situations and in this space the ability to respond as a good human being – our purpose!

The brain is programmed from birth to around 7 years old and those programmes, (or cages) shape and set the stage for our five life categories ~ health, finance, spirituality, relationships and career. Our subconscious is strong and in many of us it is the boulder blocking the light to shifting habits which prevent our growth and stress mastery. This daily practice gently chips away at the boulder and develops in its place new pathways in the brain, which result in the ability to take perspective, remain calm, manage our emotions and respond in kind ways. It is AMAZING!

When you wake in the early hours, instead of spending time aimlessly ‘scrollaxing’ try this and watch the results. Set the day the right way with the Green Focused Power Hour (*Bill Cortright);

  • Ten minutes of reading ~ something for yourself; self growth input. If you want to master stress then daily commitment to self development is essential!
  • Ten minutes journaling ~ if you are taking in new information, then you also need to journal to make sense of and release the old thought patterns
  • Ten minutes affirmation ~ decide what you want to achieve and repeat out loud for ten minutes eg I am healthy, I am strong, I am inclusive, I am present, I am joyful
  • Ten minutes of visualisation ~ think of your ideal day in 3 years time and imagine it in detail
  • Ten minutes of meditation ~ to centre the mind and build new brain pathways
  • Ten minutes of physical movement ~ stretches, walking, yoga, running, putting the brain in the green zone

In the evenings I sign off the day with around 15 minutes of reflection on;

  • Daily gratitude
  • Triumph of the day
  • Challenge of the day
  • Idea to explore
  • Feeling of the day
  • Memory of the day

Within two to three days I noticed a difference! Joy, ease and lightness entered my life from all angles, it was remarkable! My teenagers started smiling at me, my husband made me laugh and danced with me when I arrived home from work, a vexatious interaction was greeted with calm and generosity and my team began to feel less bombarded! When a meeting became volatile, I was able to remain calm and respond effectively. When a child decided to slam his head into the window my presence was able to calm his anger. When an employment issue resulted in ugly action, rather than allow the what ifs and overwhelming thought patterns to invade my mind late into the evening and weekend, I watched my thinking and put it to one side, later responding with kindness. When I would usually be exhausted and counting down to the break, I am more energised than ever! 

Catching the Habit!

I think the reason I am able to make this a habit is down to a few things, the first being my why. During lockdown in 2020 I noticed a dull ache in my right arm, which over the months resulted in my shoulder seizing up, permanent pain and limited use of the arm. Around the same time my Apple watch started telling me my heart rate would occasionally flutter it’s way up to 170bpm for no apparent reason. Then there were the usual female gripes for women of a particular age and then the big one, a beautiful member of staff in her forties was diagnosed with pancreatic and liver cancer. Just like that, her life changed forever! She decided to eat clean and her surgeons explained to her the importance of daily exercise. I bought a book for her on food and read parts of it myself and that coupled with the podcast mentioned below made me realise we need to start with inside out. Suddenly my why was no longer about looking good, maintaining my youth and hanging onto the past. 

Why?

My why was about being strong, in body and mind for me! Find your why.

Accountability

I engaged a spiritual counsellor and then a personal trainer (only one or the other now!) and because I was investing in me and paying for this, it was also a motivator to stick to the plan! Having someone to hold you to account is essential! You invest in others every single day. Invest in you! You’re worth it. A coach of some sort is essential. If you want it you may need to give up something so the budget fits, but it is worthwhile! 

How?

Understanding how the mind works; getting through the first thirty days is the crunch, and then the next thirty, then the six month milestone and then the year! (I’ll let you know when I get there!) Make a plan and chip away, a little each day. When you wake in the morning your brain is in theta state; the most receptive state to change. So, if you can, set that alarm an hour earlier (go to bed an hour earlier – what’s going on at 10pm that’s so important?), let’s face it, many of us are awake and mindlessly running through the day before we begin the day anyway!

My crazy hormones and busy mind were waking me around 4.30am-5.30am and I would lie there trying to force myself back to sleep, or start ‘scrollaxing’ through mindless FB or Instagram feeds until it felt like an acceptable time to rise. So I decided to reframe my perspective and put this time to good use and now I wake excited to enjoy the process.

If you aren’t a natural morning person, why not just pick twenty minutes to start with and try the reading (self growth material) and journaling to start with? Maybe the affirmations could be said during your shower? Your visualisation during your commute and your mediation during a morning tea break? The other day I opened my curtains and watched the sunrise as I yoga stretched – what a way to put the brain into green and what a blessing to start the day in the green zone!

If you miss a day, don’t panic, just keep going. Consistency is key! 

As part of living into our Mindfulness –  Pause, Breathe, Smile programme (which is now funded in all schools) we meditate at the start of all meetings – our Catholic colleagues out there are blessed to begin with prayer. Whatever the name, it’s about stilling the mind, the endless stream of thought, throughout the day. This sets the foundation to create your new habit.

What

Love the process and notice the little things each day that change – this, in short is what keeps me motivated!  It works. It works because it’s chipping away at the subconscious mind and changing the pathways to support new habit formation. It works because it’s little and often. It’s neuroscience. It works because it brings joy and emotion is contagious! Make sure you get hooked on the right one! Oh, and by the way, my arm is now moving again, my palpitations under control, my migraines less offensive and relationships deepened at home and work due to a new found headspace. Accepting the process as the goal is more important than an ‘end goal’ for me. The process is bringing daily joy in incremental measures. Starting the day with a daily reading from The Daily Stoic is a great reminder of the action we should take each day to bring us closer to ‘home’.

“Well-being is realised by small steps, but is truly no small thing” – Zeno, quoted in Diogenes Laertius, Lives of the Eminent Philosophers, 7.1.26

I have learnt the importance of;

  • Watching my thoughts and when a negative thought arises, reframing to the positive
  • Sitting with and feeling the emotions which arise from the daily challenges, excited that they give me an opportunity to explore where the emotion is coming from, in turn breaking the boulder
  • Observing the reactions and being still in my thinking mind, enough to create space to plan a calm and good response

If you are ready for human centred leadership in all areas of your life then give it a go! Remember growth is a continual process and when challenges come our way, it’s an exciting opportunity to practice smashing up that boulder, creating new habits and allowing the light to shine in and through our subconscious! 

I’m sure so many of you have your own amazing ways to grow and lead the right way, this is simply something that works for me! If you’d like to know more about this and share experiences if you embark on the ride, be welcome to be in touch. Having a champion is always a bonus! Meanwhile remember, what you think you become, what you feel you attract and what you imagine you create!

“You could enjoy in this very moment all the things you are praying to reach by taking the long way around – if you’d stop depriving yourself of them.” – Marcus Aurelius, Meditations, 12.1

  • Freedom – that’s easy. It’s in your choices.
  • Happiness – that’s easy. It’s in your choices.
  • Respect of your peers? That too, in the choices you make.

All of that is right there in front of you. No need to take the long way to get there. (Holiday and Hanslem, 2016, The Daily Stoic) 

Fabulous readings to get you started:

  • The Daily Stoic – Ryan Holiday and Stephen Hanselman
  • Grit – Angela Duckworth
  • The Power of Now – Eckhart Tolle
  • What Happened to You? – Bruce Perry and Oprah Winfrey
  • Stress Mastery – Living Right with Bill Cortright (podcast)

Saira Boyle

 

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The Seductive Trap of the Swivelly Chair

Posted on by David Armstrong

Photo by Christin Hume

So you’ve got a fitness device that tells you how many steps you’ve done today. Awesome.

But have you got a sitting widget that tells you how long you’ve spent on your principal butt? In fact, have you ever counted? Well maybe it’s time to start.

There’s a lot of scientific data that links your future personal misery to the amount of time that you spend enjoying the seductive embrace of the swivelly chair.

But just how long is too long?

In a large study of Australians, Kansas State University researcher, Richard Rosenkranz, (summarisedhereon ScienceDaily.com) has reviewed data from over 60 000 Australian men that shows those sitting for  more than 4 hours were significantly more likely to report having a chronic disease such as cancer, diabetes, heart disease, or high blood pressure.  The risk periods were categorized as less than four hours, four to six hours, six to eight hours, or more than eight hours. Perhaps unsurprisingly, there was a direct link between the length of time spent sitting and ill health.

(There are multiple other studies (including ones that also study women!) and the conclusion is fairly simple – the longer you sit on average, the less healthy you become over time.)

.   .   .

4 hours . . . pause for a moment and add up your usual tally. Don’t forget to add; breakfast, driving to work, lunchtime, driving home, work at home, watching a bit of Shorters . . . 4 hours doesn’t actually seem that much to me.

Perhaps a more interesting question is; have your average sitting hours increased over time?

My subjective, gut feeling is that mine have. As time and career progresses, there seems to be more and more work that is linked to a computer and by default, a desk.

Even if your own reality is different, a slight increase will build up over time. We wrote a post about this before and used the compounding power of time to give a real look at what was happening to our future selves. Using time to gain clarity is part of a tactic that Tim Ferris calls  “fear setting” – you can read about it here.

So what to do?

My solution was to firstly become conscious of what was happening. Once I started to notice my usual default habits, that alone helped me make change.

Secondly, I made a couple of deliberate decisions:

  • whenever someone came into my office I stood up and if it was a short conversation, stayed standing.
  • I organised an easy standing desk option.

I confess that the standing desk idea didn’t really work the first time. I got one of those units that sit on your desk and which can be raised up or left down.

The problem was that whenever I came into the office it was usually down and so of course I just sat down in front of it. Net gain – zero.

The game changer for me was getting a second (actually third!) screen that was always up. That way when I walked into the office I just stopped at the standing screen. So easy I actually do it.

Here’s my current setup –

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When working on docs I sit down and use the two screens because it’s usually much more efficient. When I am mainly reading, I stand.

These simple tactics are making a tangible difference to me. If you have some of your own tips to share, we’d love you to add them below or over on the 40HP Facebook page.

Dave

 

 

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Pause Breath Smile

Posted on by Steve Zonnevylle

Emotions are there to help us understand the stuff we’re going through. But it’s not always helpful.

Emotions also help us convey to others what we are feeling. Jacinda Ardern being labeled by the Press as being “angry” about those not sticking to COVID-19 restriction expectations is a classic recent example.

Who knows if she is angry or frustrated, bemused, or simply pissed off, but the use of the word angry lets everyone else in on the “secret” of how she is feeling. And of the message that she wants to convey.

In this case it’s used as a warning, and quite possibly, a weapon.

There’s nothing really quite as easy and complicated as emotions. Easy because everyone has them. Complicated because no one really knows what everyone else is feeling. 

Often we think we know, and often it is assumed that we know.

Humans are notoriously bad at interpreting what their own emotions actually are let alone anybody else’s. No wonder, researchers have identified up to 27 different kinds of emotions. You’ve got to quietly wonder if the world was a simpler place when, in the past, researchers suggested there were only 6. 

This makes our role in Principalship and Leadership very tricky. We are expected to be experts in knowing what people are feeling and at the same time being able to suppress our own.

The first of these is a completely unreasonable expectation and we spend way too long spending energy on it. It comes well and truly in the “worry only about things that you have control over” camp of thought.

And the second, well, how healthy is it really suppressing your feelings over a long period of time?

Imagine in a school setting, for example my school. There are 360 students, and 40 adults running around on any given day. That’s 400 people within the confines of the school gates all running through 27 researched emotions every second of the day. As Principal you are essentially overseeing a mass of emotions. No wonder some days you’ve felt that you haven’t gotten it anywhere near right!

Of course the ability for you to have control over any one of those emotions that others have is highly debatable and negated by many other factors both externally and internally. And the extent to which these emotions are shown in behaviour also changes from person to person and situation to situation. Some seem to jump to extreme behaviours at the drop of a hat. Others face the same situation and you have to wonder if they’ve even got a pulse, let alone care.

In our language we talk about the two terms, emotions and feelings. So what’s the difference?

There definitely is a difference. I googled it and found a heap of useful references.  The one that I liked, from www.6seconds.org states the following;

“The short answer is: Time. Emotions come first, then feelings come after as the emotion chemicals go to work in our bodies. Then moods develop from a combination of feelings.

Emotions are chemicals released in response to our interpretation of a specific trigger.  It takes our brains about 1/4 second to identify the trigger, and about another 1/4 second to produce the chemicals.  By the way, emotion chemicals are released throughout our bodies, not just in our brains, and they form a kind of feedback loop between our brains & bodies. They last for about six seconds – hence the name of our organization.

Feelings happen as we begin to integrate the emotion, to think about it, to “let it soak in.”  In English, we use “feel” for both physical and emotional sensation — we can say we physically feel cold, but we can also emotionally feel cold.  This is a clue to the meaning of “feeling,” it’s something we sense.  Feelings are more “cognitively saturated” as the emotion chemicals are processed in our brains & bodies. Feelings are often fueled by a mix of emotions, and last for longer than emotions.”

https://www.6seconds.org/2017/05/15/emotion-feeling-mood/

I like this because it helps me understand a process that I have been working on recently.

It’s quite simple, and it might sound just a little odd. It has a technical name that at the time of writing completely eludes me – sometimes we don’t need to know the official name, but the strategy is currently working for me.

It runs a bit like this. When I have an emotion I also have a sensation. That’s normal, and that’s what I understand to be the emotion chemicals being released in my body. I guess in many ways it’s your body saying, WARNING WARNING!

This is where I PAUSE. And I go searching just for that sensation, and I let myself feel it as it waves through my body. For me it feels like it starts in my head and then builds up in my shoulders and down through my body (for some strange reason I also feel it in my ears!). I told you this was a bit weird! The key is just to concentrate on that physical feeling; on that wave. Actually feel the sensation.

I didn’t know that these waves lasted for about 6 seconds as the website says, but if I timed it then that would be about right. So, PAUSE and feel that wave. Don’t give it a feeling name like anger or frustration or one of the other countless names. When you name it you’re just giving it a language term for you to understand and then that takes you on a completely different tangent. If the wave starts again, roll with it and just concentrate on feeling that. This might happen once, or it might happen multiple times. But the key is not to name it, just physically feel it.

I used to get these waves a lot on a Sunday evening before the week was about to start, or before an important staff meeting. And to be honest, I still do, but I’ve been able to lesson the intensity of the waves over time. This has helped me pinpoint what is actually bugging me.

During my PAUSE I then give myself time to consider the trigger – e.g. thinking about the important staff meeting; thinking about starting the new week. Identifying the trigger without thinking about how that makes me feel means I can get to the source of the wave without any baggage. Yes I can tell myself, “oh, I’m feeling something about that staff meeting ….. I wonder why that is”.

And then I BREATH. Deep deep breaths, and hold them in. (Don’t forget to exhale, or you might have another problem on your hands, lol)

Now I identify the emotion or the feeling. It might not actually be the anger that you originally thought it was.

And then I SMILE. The smile at the end is important. You’re telling yourself you’ve got this.

The process might take all of 10 to 15 seconds.

You can’t do this for everyone else in your school, and let’s be honest, many will think you’re a weirdo for even mentioning it, but you can do it for yourself. 

However, this gives you time to think a bit more rationally and logically before deciding what to do next.

It’s your emotions and feelings that give you the impetus to do something. You may still feel angry, but take time to consider how angry you are and what’s the best way for everyone around you for you to show or share that you feel angry? 

This article isn’t about suppressing your feelings. It’s far from that. You can’t beat biology! It’s the same with positive feelings as well. Take time to enjoy the feeling and sensation when you’ve got those positive emotions running as well.

What I’m saying is if you give yourself a little time PAUSE BREATHE SMILE before letting your next step be dominated by a feeling or emotion then maybe, just maybe you’ll be able to save yourself the stress of dealing with extreme behaviours, especially if they’re yours!

Steve

 

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Post-it Notes and Why They Matter

Posted on by David Armstrong

Photo by Nathália Rosa

I like Post-it notes. I like the way they let me capture a task then park it until I’m ready to take action.

Way back at the beginning, I had a principal who carried a small notebook in their top jacket pocket. Anytime you started talking to them they took it out, ready to make a note if needed.

This principal prided themselves on following up, not forgetting, doing what they promised, and in their pocket was a system to make all these things happen.

Post-it notes are my version.

Sadly, while they are an awesome fluro coloured tool, the reason they are in my thinking right now is that they’re multiplying – very quickly! And lots of notes means lots of things to remember and do.

Welcome to the end of Term 4!

This is the time each year where a myriad of tasks and looming deadlines make it very possible that your waking hours are consumed entirely by knocking off task after task. Those of you who have followed the 40 Hour Project for a while, know that this is the time when the ‘busy’ can obscure the ‘important’.

Even the students seem to unwittingly contribute. There are more plasters given out and more social interactions to manage than at any other time through the year – people are getting a bit frazzed.

I spent precious time this morning helping 3 great young boys resolve an issue that started with someone holding a door handle and ended in tears. None of them planned the debacle, and all regretted it, but it does sum up the vibe of late Term 4 – stuff  happens.

In amongst this end of year race is your opportunity to be a leader. To focus on people first, spread the calm, and to deliberately aim to finish the year with energy left over and feeling well. We have talked about this before – Madvember Doesn’t Have To Be – but this time I want to focus on the power of calm.

To impact your team positively a key is to manage perception. I like the duck analogy where they are paddling like hell under the water but up on top all looks serene. It’s the bit on top that your people will notice.

A personal strategy I use to try and spread a sense of calm, is to deliberately move slower the busier I feel. This may sound simplistic but it absolutely helps – body language is the language that people notice most and if you are moving around your site in a rush, it sends a message. So slow down and breathe. Stop to talk with kids and adults, volunteer to cover someone’s duty,  and at all times move slowly. And it’s not all acting – research shows slowing down and breathing properly changes your mental state. A win/win for you and your school.

.   .   .

Which brings me to where I started with the Post-it notes.

I realized that when they’re plastered all over my desk/laptop/office, they tell a story to all who see them. They visually create a similar effect to walking quickly everywhere with no time to pause. They create the impression that I am busy.

 

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So here is my cunning plan –  I’m not going to stop using them, I’m going to hide them.

At the very least I get great pleasure from screwing them up and chucking them in the bin when actioned. I’m not willing to forgo that goodness. All I am going to do is stick them inside a plain manila folder. The folder will sit on my desk closed. The notes live on but the story my desk tells will be different. A small, but deliberate action in the face of the run to the finish. Dare you to try it.

David

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