Driving Strategies for Motivation and Ownership: Moving Forward Together

Our Vision

In the heart of Barking and Dagenham College (BDC), there's an ethos that is beginning to resonate through its corridors and classrooms: "Moving Forward Together." This phrase isn't just a slogan; it's a demonstration of the institution's commitment to fostering an environment where every individual feels empowered and aligned with the college's vision.

Don’t get me wrong, we are not at the end of our journey, we’re only at the beginning. This quote from Warren Bennis delightfully encapsulates the spirit of the progressive leadership we have seen at the college over the last 12 months, "The best leaders are perpetual learners, constantly seeking new knowledge and experiences." This statement highlights the importance of curiosity and a growth mindset in the realm of leadership, and I’m proud to say it’s this mindset that is moving BDC forward together.

On the same note, Eleanor Roosevelt reminds us that "The future belongs to those who believe in the beauty of their dreams." These words inspire us to lead with vision and purpose, embracing the transformative power of ownership and empowerment.

In the context of leadership at BDC, this quote urges us to take ownership of our visions and goals. It's a call to action, a reminder that we must actively nurture and protect our aspirations, just as we would a fragile and precious flower. To lead with vision and purpose is to embrace the transformative power of taking charge, of becoming the architects of our destiny.

As leaders, it's not just about pursuing our dreams but creating an environment where others can also believe in their aspirations. It's about fostering a culture of encouragement, where individuals feel empowered to chase their dreams with the same passion and belief. In this way, we not only shape our future but also inspire and uplift those around us, creating a collective journey towards a brighter and more fulfilling future.

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Embracing Digital Communication

In today's fast-paced digital world, where the speed of information is paramount, our commitment to innovative communication at BDC it’s something that has demonstrably produced a better way of working. Our regular early-morning briefings, conducted on Microsoft Teams with live chat, have not only revolutionised how we connect but also reduced our reliance on face-to-face meetings for over 70 leaders and managers across the college. In this era of rapid information processing, our instant communication aligns perfectly with the need for agility and responsiveness.

After each meeting, we maintain an active group text chat that runs throughout the academic year. This cultivates an environment where ideas flow freely, issues are resolved swiftly, and collaboration thrives. This systemic change has made a significant difference to the speed at which communication happens and issues get addressed.

Leveraging text messaging has revolutionised our communication. It ensures immediate engagement, universal reach, and clear concise messaging. This rapid response breaks down hierarchies, fostering a culture of swift action and collaboration. Texts have redefined our efficiency, making our team more cohesive and agile in addressing challenges. As George Bernard Shaw insightfully remarked, 'The single biggest problem in communication is the illusion that it has taken place.'

To ensure effective communication during our meetings, we use visual aids, engage participants with polls, and encourage questions and discussion. We break information into smaller segments for better comprehension, record the meeting for reference, and leverage meeting analytics to assess engagement. Afterwards, we circulate meeting minutes and collect feedback through post-meeting surveys to gauge the impact of our communication and continuously improve our virtual meetings.

This helps in making sure that attendees in the meeting are actively engaged and receiving information pertinent to them and their teams. However, the true measure is in how effectively this information is relayed to all staff across the organisation. To assess this, we employ the 'bounceback' technique. It's a straightforward method where various managers engage with individual staff members to ascertain if the information has been appropriately cascaded.

In many ways, the concept isn't revolutionary, but it's the adept application of appropriate tools to our unique context that's shifted our dynamic from traditional face-to-face engagements to instantaneous digital interactions. Using technology, we've enhanced our connectivity and magnified our team's influence. As Alvin Toffler wisely noted, 'The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.' Our approach is a clear reflection of our dedication to the ever-changing terrain of education.

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Empowerment & Ownership

Ken Blanchard once remarked, "The key to successful leadership today is influence, not authority." As our online meeting and communication strategy demonstrates, central to our approach is the creation of a supportive environment. We believe in open communication, ensuring everyone feels valued to voice their ideas, concerns, and aspirations. It's a space where trust isn't just expected; it's cultivated. This empowering trust allows our staff to take risks and innovate, knowing they have the backing of their peers and leaders. In this environment, the provision of necessary resources becomes more than just a responsibility; it's our duty to ensure everyone has the tools they need to succeed.

Empowering individuals also involves granting them autonomy in their roles. As Dame Mary Marsh of HSBC Bank once said, "True leadership is about lifting others up, ensuring they are given the tools and freedom to excel." We make it a point to delegate authority, setting clear expectations for roles and responsibilities. But delegation isn't about relinquishing control. It's about fostering a sense of ownership. By giving people the reins and the support, we encourage them to take the initiative, leading to an environment where decisions are made collectively, rooted in the college's broader goals.

This sense of ownership is further strengthened by clear communication of our purpose and vision. When everyone knows how their contribution fits into the larger picture, they're more committed to ensuring success. Nothing fosters this commitment more than involving individuals in the decision-making process. By demystifying decision-making and encouraging everyone's input, we're creating an environment where power is shared, and every success is a collective win.

Lastly, for Barking and Dagenham College, empowerment goes hand in hand with growth and development. We're committed to providing continuous learning opportunities, supporting career aspirations, and fostering a culture of collaboration. As the proponents of servant leadership, like Robert K. Greenleaf noted, the best leaders are those who serve their followers, making sure they grow as people and become healthier, wiser, freer, and more autonomous.

Fundamentally, our pursuit of reaching our fullest potential as a college is rooted in leadership guided by our core values. We aim not just for academic excellence but also for the well-being and satisfaction of everyone involved. By embracing a blend of innovative leadership theories, we're not just advancing as a college, we are mapping a course towards a brighter, collective future. It's through the creative energy, personal investment, and unwavering dedication of both our staff and students that we are taking strides as a united team. We are not just moving forward; we are moving forward together.

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