Wouldn't it be Great if....
The start of a new term (and the end of the previous one) offer logical opportunities for reflection. This is one of the most important tasks of leaders. Without such evaluation, there is no development and progress is arrested. But sometimes, the tyranny of daily administration means that the urgent tasks overwhelm the important ones.
It is fashionable to use the word "vision" in defining the role of the leader of any organisation. But what does that mean? It certainly involves having a clear picture of the desirable future state of the operation. In practice, it means having answers to the title question. Looking back to the previous term, it is an opportunity for the Director of Sport to write five endings to the slightly amended sentence "Wouldn't it be great if, in the Autumn term next year...?". Then to look ahead and provide five endings to the sentence, "Wouldn't it be great, this term, if...?"
The answers to those questions say a lot about the values a school holds for its sport. Some of them might be performance goals ("Wouldn't it be great if we were in the National Hockey finals?"), some participation goals ("Wouldn't it be great if 50% of Sixth Formers chose to play team games?"), some might be health and fitness goals ("Wouldn't it be great if we could double attendance at extra curricular fitness classes?"), and some might be engagement goals ("Wouldn't it be great if we could engage 20% more teenage girls in exercise?"). Clear goals might give rise to specific campaigns aimed at pursuing identified aims.
But leadership is not just about individual goals. It is about engaging others behind agreed aims. So, the exercise can be extended. All members of the PE and Games team could be asked to complete the same simple exercise. Provide five answers to the title question. Then compare the answers and judge the extent to which the organisation is culturally aligned. And use this information to agree team goals and campaign priorities going forward. This has the advantage of clarifying purpose, unifying staff and giving voice to all members.
It is also an opportunity for 360 degree leadership. By asking the Head to provide endings to the same sentences, there is a chance to compare responses and stimulate a conversation leading to the agreement of goals in the short and medium terms. A wider extension of the 360 principle might see a sample of pupils asked to finish the sentence as well.
Once the desirable future state of the organisation can be defined, this gives rise to a second question: "What would have to change for this to happen?" This is where campaigns come to life in defining what action needs to be taken to stimulate the likelihood of the desired outcome. This is what can transform wishing and dreaming into action.
Any organisation with a growth culture is clear on its aims and development. Under pressure of day to day urgency, this clarity can be lost. Start working out what great looks like in your environment. The first step is with this simple question