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Leadership webinar: the head as CEO (video and webchat)

Discussion in 'Senior Leadership Team' started by AndrewFIS, Oct 13, 2016.

  1. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Should the head now be considered as more of a CEO?

    As part of the TES Leadership webinar series, I’ll be putting your questions to Angus Cater, a financial trainer and author.

    We will examine the key differences in modern headship that might require a new approach to school leadership.

    Post your questions below now - and, if you can, join in our live webchat on November 1 at 4.30pm.

    Before that, you can watch a video we’ve made in which Angus and I discuss the issues, with key advice for school leaders.

    1920x1080-leadership-video-still-v2.jpg

    To access all the videos in the TES Leadership series, plus an exclusive database of grants available to schools, become a TES Leadership subscriber.
     
    Last edited by a moderator: Nov 10, 2016
  2. TES_Rosaline

    TES_Rosaline Administrator Staff Member

    The webinar video will be available for seven days in this thread. If you wish to view the webinar after this time or to access all the videos in the TES Leadership series, plus an exclusive database of grants available to schools, become a TES Leadership subscriber. You can find out more information here.
     
  3. TES_Rosaline

    TES_Rosaline Administrator Staff Member

    Hi,

    Don't forget to submit your questions below ahead of today's webchat.

    Thank you.
     
  4. TES_Rosaline

    TES_Rosaline Administrator Staff Member

    Good afternoon and welcome to today’s webchat.


    The TES Leadership webchats give you the opportunity to put your questions to industry experts about key school management and operational issues.

    In a few moments I will hand you over to Andrew, who is editor of FIS, who will be hosting this week's hour-long webchat.

    Andrew and this week's guest, leadership expert panel member Angus Cater, a financial trainer and author, who will be available for the next hour to answer your questions.

    If you have any questions please submit them below. Don't worry if we run out of time, any unanswered questions will be responded to and posted on this thread later this week.

    I'll now hand you over to Andrew.





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    Whilst TES Global and the panel of leadership experts make every effort to ensure the high quality and accuracy of the Content, TES Global and each leadership expert makes no representation or warranty (express or implied) concerning the Content. Neither TES Global nor any leadership expert will be responsible for any damage or loss related to any use of the Content.

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    Please click here for full Terms and Conditions which apply to all TES Global’s websites.
     
  5. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Hello and welcome to this webchat on the head as CEO. Joining me is Angus Cater, a financial trainer and author. For those of you following this thread, please feel free to post your query. Remember to refresh your page to see the updates as they appear.

    Thanks for joining us, Angus.

    What are the key drivers that have shifted the nature of the head’s role towards one of a CEO?
     
  6. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    Thank you for inviting me. I think the key issue is size and complexity. When my son was at prep school in the late eighties the school was run by the Head and his wife. There was no bursar as it was a comparatively simple operation. Today all schools have to comply with a raft of legislation; they have extensive building and modernisation programmes; teaching has become more complex; and professionalism has to be applied across all aspects of a school from academic, to sport, to music, to drama. In addition there are significant outside interests to be managed: banks, Governors, local authorities, inspection agencies, demanding parents, as well as the important business of recruiting and retaining staff.
     
  7. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    What are the key qualities that every head should now have?
     
  8. Vince_Ulam

    Vince_Ulam Star commenter

    @AngusCater, are you qualified as &or have you worked as a school teacher?
     
  9. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    Firstly, excellent communication skills. If you cannot communicate your vision to all your many constituencies you're lost. Next he or she needs to be clever but with a common touch. You need to be able to get your message across to Oxbridge graduates as well as those with no degree or even A levels.
    Next, you need to be a strategic thinker, able to see the bigger and longer term picture.
    You need to be tough and resilient. It's a pretty brutal world.
    In my view, and having just written a book on school finance you would expect this, a leader has to be financially literate.
    Marketing is crucial. Everyone is competing for customers and attention in a very crowded marketplace.
    It goes without saying that you need an empathy for children.
    Time management skills are important. There are so many demands on your time that you can get lost in the detail.
    Finally, you need endless enthusiasm. That is what ignites an individual's passion.
     
  10. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    Thank you for this. Although I have not taught in a school as such I have taught sixth formers and Heads in all matters financial. I have also been a Governor of three schools, one maintained and two independent and lastly, my daughter is a primary school teacher as is my brother in law. I have also considerable experience of leadership which is principally what this web chat is about.
     
  11. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Is it only the head who could perform the CEO role?
     
  12. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    No, it could be performed by the bursar/SBM, but it would be a real challenge because of the need to direct and manage teachers. It would need to be a very special person.
     
  13. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Shouldn’t the financial capability rest with the bursar/school business manager?
     
  14. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    In the day to day sense, yes. However, the financial component of running a school is so important that the Head/CEO needs to know that the financial function is being executed properly and above all else he/she needs to know the right questions to ask and when the wool is being pulled over their eyes. Setting the right financial strategy for the Board is also important and the Head needs to play a full role in that. Not all bursars/SBMs will agree with this but I believe the bursar is the ‘servant’ of the Board and the Head should lead it with the support of the Chairman.
     
  15. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    Why should heads incorporate financial acumen into their skillset? Since they began their working lives as teachers, surely the financial-type skills required for a CEO are very different?
     
  16. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    Unless you have been properly trained in anything it is hard to know what best practice is. Too many Heads allow the bursar/SBM, a Financial Governor or the Chairman to set the financial agenda. The whole future of the school rests upon getting the financial control and strategy right. It is too important for the Head to leave to somebody else.
     
  17. AndrewFIS

    AndrewFIS Occasional commenter TES Leadership Expert

    On your financial training courses, who attends? Heads? Governors? Bursars/SBMs new in post? Why?
     
  18. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    Mainly Heads or Deputy Heads but quite a lot of bursars and School Business Managers could do with more training if they have not come from a financial background. The interesting thing for me is just how confused many school leaders get over finance. I think this is the fault of the finance industry, making it more complicated than it actually is. Gradually, over a couple of days I try to lift the scales from their eyes and to get them to really understand the principles and the practice so that they participate with real confidence. All participants say ‘I wish I had done this earlier in my career.
     
  19. Vince_Ulam

    Vince_Ulam Star commenter

    Thank you for your reply, I appreciate your complementary experience.

    The idea that a school is an enterprise amenable to business management practices irrespective of a CEO's background is a Ford too far for me.
     
  20. AngusCater

    AngusCater New commenter TES Leadership Panel Expert

    I have a lot of sympathy with that view but I think it is a language issue first and foremost. I do not think that most Heads want to adopt the language of business, as in CEO, because they chose teaching as a profession very deliberately. Having said that there is a great deal that a Head, and in fact the whole SMT, can learn from business. The skill is to choose the best bits and reject the inappropriate parts. For example one of the best business books I have ever read is 'Good to Great' by Professor Collins which deals specifically with leadership. Interestingly much of what he says was picked up in a recent Harvard Business Review article called 'The One Type of Leader who can turn around a Failing School'.
     

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