Te Uru Amokura | Springboard Trust brings together leaders from across Aotearoa to strengthen leadership so our tamariki mokopuna thrive.
You cannot give what you do not have. ‘He taonga te hauora’ - health is the treasure
We are proud to share our Leading with Hauora webinar featuring Michael Fletcher (Principal, Chaucer School and CEO of ArrowKat) and Lisa Shaw (Chief Empowerment Officer – CEO – at Radical HR), who share their experiences and insights on Leading with Hauora. Scroll down below the video for some key messages from the session.
Key Messages from Michael:
“Are you a crumb giver? Who is getting just the crumbs of you?”
Mindset:
“I started to put myself first – Leaders in education tend to put other people first – this change of mindset was uncomfortable, it didn’t feel right, it felt selfish but I needed to put some changes in place to fill my tank so I could be there for my family, friends and my school community.”
What does it look like to put yourself first:
Macro
- If you are in a school – have wellbeing as a line on your board workplan. We have three meetings on wellbeing – student wellbeing, staff wellbeing and principal wellbeing.
- Check your strategy and high-level documentation and if wellbeing is not in there – get it in there.
Micro
- Flip your preparation from work first to personal first. Start with planning all the stuff that will fill your bucket first. Put yourself first – plan for yourself first.
- Put yourself first so you can thrive and run on a full tank. You will be better able support others in doing so.
- Let’s normalise healthy behaviours and healthy practices. Stop wearing busyness as a badge of honour.
“‘Meerkatting’ is a term I’ve invented – pausing, lifting your head and looking at the big picture – be a fire prevention officer not a fire fighter.”
The Forty-Principal book
Access to Michael’s free resources
Michael’s Youtube channel which has ‘3 tips..’ clips
Key messages from Lisa:
“I am taking my super-woman cloak off – I am asking you, my village, for help. I realise that asking for help is a sign of strength, not one of weakness. Please come into my world and help me.”
“As leaders we say – yes, I can do this, yes, yes. ‘Yes’ should not be your word, ‘no’ should be your word.”
“If I can’t trust your ‘no’, I can’t trust your ‘yes’.”
“‘No’ is a powerful word and we need to use it more as leaders and encourage our teams to do the same. Just because you have the capability to do something, does not mean you have the capacity.”
“What does your self-care look like? Are you taking the time to do the things that energise you, build you up, make you feel whole and energetic and lively?”
Take a minute to think. By Juliet Funt
- Working with me tool – Communication and boundaries and setting clear expectations with your team and community. (Refer to below downloadable pdf)
- Create a leadership agreement with yourself
“I need to lead with hauora, and that starts with me. In this world of volatility and constant change, we need to be okay with looking after ourselves.” (Refer to below downloadable pdf) - Do a calendar as culture audit – review your calendar and reflect on what it says about your values, your boundaries and your leadership clarity. Are you controlling your interrupt-ability?
It starts with you!
Download
Lisa’s Leadership agreement and Working with me tool
More gold from Michael and Lisa:
- You get the behaviour you tolerate.
- Done is better than perfect – 80% is good enough. Less is more
- Your ‘No’ is a strategic tool – and helps you with boundary setting and enforcement, allowing you to create space and time.
- Get clear on what and how you want to lead – if you don’t know yourself, you can’t communicate it. Explain the why – not just the what and the how.
- Beware of your own limiting beliefs and fixed mindsets that get in the way of looking after our wellbeing. Have the conversation to start with and avoid assumptions.
- There is no downside to people thriving.
- We need to role model the behaviours we want to see from others. We have to back up our words with our actions which are supported by our values set.
On meetings:
- Keep meetings 25 minutes or 50 minutes so you have time to reset between them.
- What is the purpose of the meeting, who needs to be there and for how long?
- If someone was not available, who would you reschedule the meeting for?
- If you don’t think you are going to get value or add value to the meeting, don’t go.
- Challenge yourself to cut your meetings times down by half
Death by Meeting: A leadership Fable by Patrick Lencioni
Team Spirit: The Power of Purposeful Gatherings by Antonia Milkop
