Pushing your boundaries to be ahead of the

Pushing your boundaries to be ahead of the game Sue Stockdale

Friends Terje Till Janne Equipment suppliers Local Inuit Who is in your support network? Sponsors Media Family Other explorers

What helps us? • • Confidence in our own ability Desire to explore the “unknown” Acceptance of consequence Willingness to learn (from mistakes) Trends – others doing it Tolerance of “failure” Supportive environment –trust in others Our attitude towards risk

In which areas do you want to “push your boundaries”? ü Implementing the curriculum ü Safeguarding children ü Developing your leadership ü Helping staff to be confident to take risks ü Assessment and accountability ü Improving teaching standards ü Handling OFSTED inspections

How emotions drive our responses

Performance vs. Stress High Quality of Performance Low Medium Level of Stress/Arousal High

No Influence & No Control Influence & Control Copyright © Sue Stockdale and Clive Steeper From Cope with Change at Work

Tell vs Ask TELL/Directive ASK/Non-Directive Asking questions Enabling new thinking Raising Awareness & Listening to Understand Challenging Sharing Impact Offering guidance/feedback/suggestions Giving Advice/ Instructing Following your agenda

Tell vs Asking questions Which route do you suggest we take? Enabling new thinking What’s another way of looking at that? Raising Awareness & Listening to I heard you say that…. . what’s that about? Understand Challenging You said this was really important. I notice you haven’t spent any time on it… Sharing Impact As you suggest which direction, what is going on for me is… Offering guidance or feedback/suggestions Giving Advice May I give you some feedback about…. . I think it may be helpful if you… Instructing I want you to…. Following your agenda Follow me this way…. .

Change curve Denial Commitment “I don’t believe it” Optimism “When we are…. ” Resistance Acceptance “But we have always done…” Copyright © Sue Stockdale and Clive Steeper From Cope with Change at Work “Let’s try” Adapted from Kubler-Ross

What assumptions are you making? PAST “What was” PRESENT “What is” FUTURE “What could be” Denial Commitment Acceptance Resistance Copyright © Sue Stockdale and Clive Steeper From Cope with Change at Work Adapted from Kubler-Ross

Exercise • Go to the area that most resonates with how you would feel about doing this activity • What caused you to choose this one?

Purpose Identity Beliefs and Values Skills and capabilities Behaviours Environment Reference: Robert Dilts, Neurological Levels of Change

Johari Window Arena Known to all Façade Known to self Unknown to others Ref: Joseph Luft and Harry Ingham Blind-spot Unknown to self Known to others Hidden Potential Unknown to all

Façade Known to self Unknown to others

Typical thinking and behaviour in response to changing environments Situation Emotional Reaction Response Known Enjoyment To You & +ve Surprise Unknown To Others “This is a chance to shine” Known Engage To You & -ve Surprise Unknown To Others “I can’t believe they don’t know this? Thinking I can be of value to others I’ll show them Macho or Invincibility Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5 ACTION Commitment Denial

Hazardous Thinking Patterns • • • Anti-Authority – no one tells me what to do Impulsiveness – do something…anything Invincibility – it will never happen to me Macho – I can do it Resignation – whats the point? Ref: US Coast Guard

Ways to address hazardous Thinking Patterns • • Anti-Authority – identify there always rules Impulsiveness – stop and take a breath Invincibility – review what you actually did Macho – recognise others are likely to already know you can do it • Resignation – think what difference could I make here? Ref: US Coast Guard

Focus on Strengths My top five strengths are: • Futuristic - Wouldn’t it be great if? • Activator - When can we start? • Significance - to be recognised • Maximiser – Excellent not average • Focus – Where am I headed? www. strengthsfinder. com

Blind-spot Unknown to you Known to others

Typical thinking and behaviour in response to changing environments Situation Emotional Reaction Response Unknown +ve Excitement Relate To You & Known to “I can learn from them” Others Unknown To You & -ve Fear Defensive Known to “They might find Others out my weakness” Thinking What’s this? No-one tells me what to do Anti-Authority Ref: Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5 ACTION Commitment Resistance

Unknown to You Feedforward Known to Others Ref: What got you’re here won’t get you there by Marshall Goldsmith 1. 2. 3. 4. 5. Pick one area to improve or change Let go of the past Ask for ideas Listen and thank Follow-up

Feedforward Identify one behaviour that you would like to change or improve e. g. more structured at start of session, doing more CPD Share it with another person and ask for one or two ideas Person offers ideas – you LISTEN and say THANK YOU – no discussions or judgements Ask them what they want to improve or change and offer them one or two ideas – THEY LISTEN and say THANK YOU Both move on to get more ideas from other people Ref: What got you’re here won’t get you there by Marshall Goldsmith

Hidden Potential Unknown to all

Typical thinking and behaviour in response to changing environments Situation Emotional Reaction Response Thinking Unknown +ve Excitement To All What can we learn? Engage ACTION Acceptance “I am curious” Unknown -ve Fear “This is scary” To All Threat avoidance Do something …. anything Impulsiveness Sue Stockdale, (2013) "How to Thrive in Change and Uncertainty", Industrial and Commercial Training, Vol. 45 Issue: 5 Commitment

Factors that will help you to push your boundaries Confidence in your own capabilities Your level of comfort with change Willingness to trust others Ability to show vulnerability Your ability to be aware of, and question assumptions

Pushing your Boundaries Arena Known to all Façade Known to self Unknown to others Blind-spot Unknown to self Known to others Confidence in your own capabilities Your level of comfort with change Willingness to trust others Hidden Potential Unknown to all Ability to show vulnerability Your ability to be aware of, and question assumptions Ref: Joseph Luft and Harry Ingham

www. suestockdale. com Helping people to achieve exceptional performance Twitter @suestockdale