Leading Change from the Middle
Key Personnel becoming strategic culture builders in schools
- How do we help key personnel become more self-aware and reflective of their behaviour and motivation?
- How can we help KPs think and act more systemically?
- How can KPs communicate more strategically?
- How Middle Managers can lead change in their departments
The key personnel in our schools, in particular, Heads of Department, have the daunting task of not only leading teams and setting directions for their respective departments, they also have to be excellent executors on the ground. They need to be able to translate their visions into action in a dynamic school environment that is becoming increasingly complex. They also need to work effectively with their superiors and their colleagues in the school to achieve both department and school outcomes.
In workshop, to be conducted over 2 half-days on 8 and 15 May 2024, KPs will gain clarity in their roles as middle managers and will have opportunity to have hands on experience with learning organisation tools that can prove effective in their leadership journey. The 4C framework of leading change will also be covered in some detail.
Four areas will be covered in this workshop:
- Being Mindful and Self-Aware
- Communicating Strategically
- Thinking and Acting Systemically
- Leading Change using the 4C Framework
About the Facilitator
Mr Manogaran Suppiah has been in the education service for over four decades. He has had an unusual career of teaching in the primary, secondary and pre-university classrooms over a period of 16 years before moving into leadership roles in schools and junior college, including significant periods as a Cluster Superintendent, Founding Director of the Academy of Singapore Teachers (AST) and the CEO of SINDA. Trained as a Consultant in Organisational Learning, Mr Mano has been invited to conduct workshops and seminars across the world. He has a special love for professional development and is keen to share his strategies he had deployed in the different organisations and contexts he had served.