One Team's take on their experiences on the Rotary Youth Leadership Award 2018.... top tip … wait until the video is through!
These young people have just completed 6 days on an intensive Residential Leadership development programme. RYLA. This performance was part of the work that they did around presentations. This was designed and rehearsed in 1.5 hrs on the morning that this video was shot with some very tired people. NO SNOWFLAKES HERE! ENJOY!!
Our children are our future......
In common with many parents with children at a state school I have for some time been concerned with the Uk’s education system’s dogged determination to concentrate its efforts on academic achievement at the expense of personal development.
Having spent more than 30 years developing people from CEO’s to school children I talk extensively with HR professionals, business owners, senior managers and many others who are also increasingly concerned about this academic focus.
Some may recall the that the CBI had something to say about this last week. Having read the report,CBI/Pearson education and skills survey 2017 (Helping the UK thrive), I thought that I would pass on some of the key findings.
“Young people would benefit from a broader definition of successful outcomes It is essential that every young person gets the support they need to fulfil their potential. Stretching academic standards are important but should not be the sole focus. The right behaviours and experiences are as valuable as the right grades. In a system where performance is judged almost entirely by academic results and progress, the broader personal development aspects risk being pushed to the side-lines. Changing the way, we measure and judge schools – across all four UK nations – would help to ensure the importance of wider development of attitudes and aptitudes becomes embedded in the overall culture of every school. We have started to see progress. The reformed Ofsted inspection framework in England has introduced a judgement on ‘personal development, behaviour and welfare “
“To make the wider development of young people a real focus for schools it must be embedded in all aspects of school life – not just something that happens in extra-curricular activities, but something that is present in the learning and teaching of core academic subjects. This needs to be government’s focus – looking at outcomes for students rather than structures of schools.”
We need to focus on more than just exam results
“Our findings show that employers rate attitude and aptitude for work as the most important factors when recruiting school and college leavers. These characteristics are ranked more highly than academic grades and formal qualifications, underlining the importance for young people to develop capabilities such as resilience, critical thinking, ambition, and leadership in order to succeed in later life. The school system needs to reflect the importance of these skills, with greater focus placed on students’ personal development. There is increasing evidence that developing children’s cognitive and social skills assists them in their later learning.”
This report combined with the of the Chartered Management Institute and Ernst and Young
titled, An Uncertain future are stacked with statistical evidence and reach similar conclusions.
Grass Routes is engaged in a pilot programme with a local comprehensive school. The programme is sponsored by the Chartered Management Institute and Future Quest and supported by the University of the West of England and the University of Bristol not to mention the very local help we receive from businesses and organisations who are pitching in with extra ordinary offers of help.
Our programme is a personal development and leadership programme, with 25 young people from year 8 and the same number in year 9, (12-14-year olds), who have been selected by their heads of year as young people who would benefit from this programme. Our programme uses many of the successful elements adopted by others but has several key differences.
These are that we:
Our development work continues. This is a pilot and we are all learning but it has been a good a start!
But this is what the Head of year said about our work:
Feedback from The Head of Year, Chew Valley School
"The leadership course provided by Grass Routes has helped our students enormously. The students in question are from varied backgrounds and have varying skills and all were handpicked for a variety of reasons; some are achieving very well at school and have the potential to be great leaders and need some guidance in this, others were at risk of exclusion and were disaffiliated from school and did not have positive relationships with many adults at school. Although their parents/carers are supportive, unfortunately, most communication from the school was of a negative nature.
On starting the leadership course, the majority of students have become more affiliated to school in general and have an activity that they look forward to and value. They enjoy the sessions and can often be heard talking to other students about it; feedback from parents is that the students are really enjoying the course and talking about it at home. For example, one girl, who is a high-end student with low confidence, has said that she now wants to study drama at university after the visit to Bristol University. Another student, who has been having lots of social issues in school came home “full of it” according to his mum! This was a much-needed positive conversation with his mother that I, as his Head of Year, really valued and needed too.
The course has improved the general skills of the students, for example, their organisation-bringing kit and being in the right place at the right time. It also provided a break from their normal timetable which some of the students often find difficult to engage with or be motivated by. The Grass Routes course provides skills and opportunities for success for all students. I also feel that it gives a 'feel good factor' and has a positive effect on them when they return to lessons.
Grass Routes are delighted that as a result of the success of the 2018 pilot in one school we will now be working in 5 large comprehensive schools, at both pre and post 16 levels.
1 hour of time for a salary of £30 k costs £ 16.67
1 hour of time for a salary of £40 k costs £ 22.22
1 hour of time for a salary of £50 k costs £ 27.78
1 hour of time for a salary of £60 k costs £ 33.33
YOU do the math!
- Define the purpose of the meeting.
- Define the outcome of the meeting.
- Have a timed agenda and someone in charge.
- Facts--not opinions!
- Keep people on-point. (Only talk about matters relating to their job)
1. Define the purpose of the meeting.
Why are we holding this meeting? If you can’t answer that, don’t hold it.
Here are some examples but you can make it whatever you want for your business:
2. Define the outcome of the meeting.
An outcome is something of value. It is finished. It will be closely aligned to the purpose.
You should work toward the outcome as you are holding the meeting.
3. Have a timed agenda and someone in charge.
This may apply more so to internal meetings. Your meetings will go out of control someone doesn’t control it! Someone should be totally responsible for obtaining the outcome of the meeting.
4. Facts--not opinions!
Opinions will de-rail a meeting and waste your time more effectively than anything else, particularly if from someone who’s job it’s not! (See point 5).
Insist people come with their figures, their plans, what was done, what was not done, Their solutions to increase production etc. Challenges WITH solutions. No one wants to listen to 10 minutes explaining why they didn’t do their job.
Someone who doesn’t mind hurrying people up and cutting people off if they are off-topic should run the meeting to the agenda.
5. Keep people on-point. (Only talk about matters relating to their job)
Simple but highly effective.
Don’t let the Sales Manager talk about how Production should be delivering.
The National Sales manager should talk about what deals they are going to get closed and what is needed to get them closed.
Production Manager should present facts relating to his area…
Coordination between different departments and roles is a vital function of meetings and you’ll get more of it if you stick to this point.