Background on our solution:
Nothing holds back empowerment more than the traditional leadership philosophy of Command and Control. Command & Control usually involves detailed rules and bureaucratic structures to enforce the rules. Such detailed rules almost always inhibit innovation and creativity. People get ahead in the organization not through being innovative, but by following the rules and playing it safe. Command & Control organizations are also dependent (well-being & sustainability) on charismatic leaders for success.
Empowered organizations have tremendous competitive advantage because they have tapped into levels of energy and commitment which their competitors usually have difficulty matching. Empowerment unleashes creativity and innovation and rapidly accelerates the evolution of the organization.
In Gallup's survey of more than 2,500 superintendents, they found that only 5% strongly agree that a high GPA is the best predictor of success in college, and only 6% strongly agree that high SAT and ACT scores are the best predictor. Google has found no correlation between an employee’s previous GPA and test scores and success in the workplace. This doesn't mean that we should throw out grades and testing entirely. But it does emphasize the need to greatly reduce the weight we put on these measures.
Caring and hope sound like things that are nice to have, rather than things we need to have for success in life. But, as Gallup research shows, hope is a stronger predictor of college success than GPA or SAT and ACT scores.
Schools high in Engagement and Hope have been found to do the following three things well in particular: 1) Care about students and invest in their big future goals. 2) Aim teaching at their students’ goals for the future to increase the relevance of instruction. 3) Help students overcome obstacles and teach them how to solve problems on their own.
Students who agreed with the following two statements: 1. “My school is committed to building the strengths of each student” and 2. “I have at least one teacher who makes me excited about the future” were 30 times more likely to be engaged.
Engagement measures have a lot to do with relationships and feeling valued. So it’s not surprising that there’s an intimate connection between the schoolroom engagement of students, and the workplace engagement of teachers. As the saying goes, “Our working conditions are our students’ learning conditions.”
[Gallup, 2013; Conscious Capitalism, 2013]
THE HAY GROUP EDUCATION CULTURE PROJECT (OVER 4,000 TEACHERS)
The Values or Beliefs selected by teachers as ideal - most wanted:
- Working together - Learning from each other - Sharing resources and ideas
- Raising capability - Helping people learn - Laying foundations for later success
- Creating a pleasant and collegial work environment
- A hunger for improvement - High hopes and expectations
- Focusing on the value added - Holding hope for every child - Every gain a victory
- Creating opportunities for everyone -Widening horizons - Fighting injustice
Hay's findings on high performing schools:
In our own work with schools, we also discovered what we believe to be a number of vital ‘turning points’ associated with high performing schools including, among others, attitudes to innovation, the importance and style of hierarchy, willingness to make sacrifices, position on social justice and beliefs about what different groups of children can achieve. Successful schools in this study feel very dynamic and service-oriented – accountable, flexible, eager to collaborate and intrude on each other’s territory, customer – or stakeholder oriented. They have a hunger for improvement and a desire to be World class.
For a synopsis of related information on employee engagement, click here.
For an overview of Built on Values® including the essential principles for creating an enviable and high performing organizational culture, click here.