CLF LE 6 - Outward Facing

Welcome to this CLF PD platform post on the importance of facing outward and how it contributes to effective leadership. The sections below will progressively immerse you deeper into the different areas and guide you to reflect on your current practice and any areas for development.

Introduction

OF1 - Commitment to professional knowledge, learning and development outside of the specialism.

Effective leaders continue to develop their knowledge and understanding by showing a Commitment to professional knowledge, learning and development outside of the specialism. These leaders proactively engage in reflective practice where serious thought and consideration are given to the actions of themselves and others and the resulting outcomes. These reflections are done in the action and on the action so as to identify areas of strength and development. Leaders gain additional perspectives on challenges and issues by maintaining a wide personal learning network that stretches both geographically and into other domains and contexts.

OF2 - Partnership, networking and collaboration

As individuals, we are stronger together and leaders recognise this by actively engaging in Partnerships, networks and collaboration. Leaders create formal partnerships with individuals and groups in order to gain mutual benefits and these partnerships must be carefully created, maintained and evaluated. Less formally, leaders also develop and maintain networks of people again in order to provide support to each other. These networks can be operational, personal or strategic and serve to increase the sharing of knowledge and expertise, develop skills, generate innovation and create collaborative opportunities. Leaders must also proactively engage with the wide range of stakeholders that exist within their Academy and across the trust, leveraging all of the mutual benefits that are available.

OF3 - Positively representing the Trust

Involvement in partnerships and networks carries with it the responsibility for leaders to Positively represent the Trust. Leaders must ensure that their self-regulation allows them to role model the very best behaviours and the highest levels of professionalism. Their beliefs and attitudes should be a direct reflection of the culture of the trust and demonstrate clear alignment with our values and expectations.

Key Takeaways

  1. Reflective practice is key to learning, sense-making, emotional regulation, decision-making and stress management.
  2. Leaders must maintain a wide personal learning network that stretches both geographically and into other domains and contexts.
  3. Leaders must proactively engage with existing partnerships and build new ones in order to reap the mutual increases in knowledge, opportunity, resources and learning.
  4. Networks are a vital resource for leaders seeking to increase their knowledge, understanding, skills and opportunities.
  5. It is important for leaders to recognise both internal and external stakeholders and where the mutually beneficial opportunities exist.

Reflective Questions

  • How much reflection do you do?
  • Do you take a systematic approach to reflection?
  • What impact does your reflection have?
  • Does your personal learning network extend beyond your domain or context?
  • What partnerships do you belong to and how successful are they?
  • What networks do you belong to and how successful are they?
  • Who are your stakeholders and how strong / fruitful are your relationships with them?

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