Author: jameshempsall

Things have been different. They’ve been unexpected and unpredictable. Who knew that we’d be three months (and counting) without the usual routines, places to go, friends to visit, travel and holidays, and work activities to keep us out and about.  No matter how full the freezer, we were somewhat unprepared for several weeks spent at home, locked down with family, or alone.  I’ve written about what I’ve learned and what I hope for.  I’ve reflected on what it means for work as well.

It’s been okay for me. I’m one of the luckier ones. I’ve been able to stay at home, keep working, and enjoy the boltholes that have been my study at home, and my empty office – a short walk down the road.  Work has been important, we have been supporting local authorities, schools and nurseries to keep going, navigate the challenges closing, opening and reopening, and to think ahead to what might happen next. And so motivation has not been an issue.

I’ve now settled into the new routine.  And if I am honest, I’m a little disappointed or even fearful of things returning to anything like what it used to be.  There are signs of me being intolerant of things getting slightly busier. What’s going on?

City centre living is great.  The benefits are obvious.  There is easy access (within walking distance) to all that is going on, shops, cafes, restaurants, theatre, parks and all sorts of services, events and activities.  It is common to bump into friends, old and new.  There is a wonderful social community, like a village in a city.  I’m only five minutes from the train station so I can travel elsewhere.  These things contribute to a busy, modern lifestyle.  The downsides are the noise, the hustle and bustle, the distractions, a lack of green space and a distance from nature, the busyness that keeps one away from home, and perhaps some of the anti-social aspects of modern life.

Lockdown, stopped almost all of that.  An eerie quiet entered the city.  In the daytime, streets were empty of people, cars, buses and taxis.  Shops and cafes were closed, boarded-up even, and empty.  At night, every single noise woke me up, whereas before I could sleep through the worst drunken row in the road.   Walking around, on daily exercise or shopping for food, not only felt strange, it didn’t always feel that safe.  There wasn’t the comfort of others around, few familiar faces to chat to, and every task seemed functional, anxiety provoking, and unpleasurable.  And my work travel has stopped, I miss getting out and about, I miss London too.  But I value the time saved by not dashing around, travelling for four hours for a one-hour meeting.  Hopefully the future will allow for a better balance.

We have got used to the real advantages.  Driving around, if needed, has been a dream, even considering Leicester’s traffic-light overabundance.  The near empty roads, and easy (and free) parking.  Streets have been clear of rubbish, especially the detritus of fast food wrappers, and the plague that is chewing gum (thanks to diligent and hard work of the street cleaning team).  Like others, we have listened to the birdsong and noticed birds’ visits to the garden.  And we have got used to the new environment, routines and ways of living.  Gradually things have got busy, but very slowly.  The now busier roads are not only an inconvenience, they are annoying.  Journeys are getting slower and parking is trickier and no longer available or free.  And you only have to look in the gutter to realise the big fast food chains are open again.  That is a depressing sign of a return towards old bad habits.

To some extent I have been more social than before.  I’ve certainly been on the ‘phone to some people more than usual, I’ve seen others more frequently on screen.  And it has been a cheaper way that meeting up over drinks or food.  A real budget saving.  Staying in is the new going out.  And four years into living in this house I have definitely developed a better relationship with the bricks and mortar.  I’ve taken more care of the house and garden, valued it much more, and enjoyed being in it.  All these things contribute to me recognising what has been good in lockdown, and what I need to keep hold of in the future.  It will be another change management process to live through.

The pleasures and pitfalls of two months of video conferencing: It’s good, it’s bad. Anything could go wrong and will. It is confronting and very different.

Okay, its been two months of lockdown and I’ve been doing my best to keep work going. It’s been a non-stop carousel of staying at home, working at home, and going to an empty office, and returning back home again. A pattern that looks like it will continue for some time to come. Of course, I realise being able to retreat to the office is an opportunity not afforded to many. And a change of routine and business challenges is as bad as it has got so far. I do count my blessings.

Spending time in the office does feel like a luxury these days.  It provides a welcome change of scene, and an obvious way of separating work and home life.  Something that has been under pressure.  But I must admit at other times it felt sad, lonely, and frustrating. 

One salvation has been the time spent online in video calls. It genuinely is amazing to see colleagues, friends and clients on video. It is good for the soul, reminds me we are all in this together, and we can help each other with shared problems, ideas and plans. That said, I do miss the travelling, it gives me my thinking and creative time. I also crave the tangible human connection I have with real people, in real rooms, in real meetings.

I have written before about the advantages of this emerging technology and how it has yet to mature into what we need and deserve.  Here I continue with the theme, with a personal reflection on my experiences so far.

Last time, I feared this reliance on video conferencing was here to stay.  I felt reluctant about it.  Two months on and I realise and accept it is becoming the long-term norm.  This way of working is absolutely going to be a permanent feature of future working, training, meetings and communication.  So, let’s make it work, but first let’s be honest about it.  It is far from perfect, far from being the ideal solution, and whilst it has benefits it falls far short technologically, socially and professionally. 

I was feeling pretty chuffed with myself recently having gained a foundation in Zoom and Teams.  I had learned how to understand a conversation when in reality I had only heard every other word.  Finally, the tech was feeling like it was something I could use, rather than it being in control of me.  Then, can you believe it, a client asked to meet on Webex?  Now, I’m okay with change, I thrive on bespoke, I value individuality.  But could someone, somewhere decide what we should use and make sure everyone uses it, and can use it?  I’ve found trying to get more than four clients together on the same platform to be almost impossible.  Some can use Zoom, some can’t use Teams, others prefer Skype.  And this isn’t even consistent within the same organisation.  Consistency would help everyone.  

I’m usually the organiser of the call, often the chairperson, or the main presenter, and having to do all of that and manage the IT is a big challenge.  Well I think it is, for me, anyway.  The worst bit is logging on early, to make sure the tech is working that day.  On occasion finding it isn’t and having to deploy the back-up arrangements right at the last minute.  And then waiting, in fear-and-dread that no one else is going to be able to make the tech work, or they just aren’t going to attend.  Of course, they usually do.  I guess it’s just like that half an hour before your party when your anxiety starts telling you no one is coming, because they don’t like you! 

I admit I do like a well-run meeting.  I make no apologies for that.  One that has a clear aim and purpose, follows the rituals and routines of meetings, and starts and finishes on time.  So, the beginning of video meetings is a stretch and a challenge for me.  I have learned to allow for at least 10 minutes at the beginning to allow for tech, late arrivals, and un-chaired settling-in discussions before the meeting proper starts.  It also gives everyone time to scrutinise each other’s backgrounds and settings, and what they reveal.  Let’s be honest, we all do it.  The learning here is, everyone should be aware of what chosen environments tell others on the call. 

You will know I am a time enthusiast.  And so, we must use the saved time to do more.  But not more of the same.  I want us to do the things we have previously found difficult to achieve, or what we want and should be doing.  I am thinking of creative, team-focused, forward planning or innovative things, or simply tidy up!  This way we can be proactive and better meet our natural preferred working styles.

Or maybe, to spend the saved time at the hairdressers or barbers.  Because let’s face it, all this time I have spent looking at my image on screen has led to three conclusions.  I miss my barber, and I have put on lockdown weight!  Both things that need addressing in ways that lighting and a flattering camera angle cannot solve. I have also, like never before, been exposed to a mirror reflection of my own body language.  Something we don’t usually see, and this has led me to learn more about my behaviour cues and leaks, and has helped make some improvements. 

I have also learned that something that hasn’t happened before will undoubtedly happen and impact on the meeting. The list is endless: funny unexplained noises, loss of sound, loss of vision, fire alarms, beeping sounds, building work, door bells, deliveries, pets jumping up, children needing attention, and partners popping their heads around the door in various states of dress. I wonder what will happen on the next one?

Lockdown has promoted us all to think differently about time.  This spring, we have been given an unparalleled opportunity to think differently about it.  Whether we have been at home, working at home, working at work, or working in different or changed circumstances.  Throughout this experience and afterwards, we will all have different relations with time.   Work has changed, and how we use time at work is the focus of this blog.

There are so many day-to-day expressions that relate to our time.  Before COVID-19, we had become used to people believing they ‘don’t have time these days’, or how there just ‘isn’t enough time’.  But one thing for sure is we all have it, and we have more control over it than we might think, even now.  It means we have to consciously manage it, and positively relate to it.

Time is particularly important if you are a leader.  As leaders, we have to manage our time, manage the time of others, sell time, give time, and make time for others.  And we have to do this better than most, because this time is precious indeed.

That said, it can be difficult in real time to always behave in ways that demonstrate to everyone that our time is their time.  When that report, spreadsheet or deadline is looming, or you have an important appointment you can be forgiven for struggling – we all do.

But if someone asks you for your time you should behave like it is the single most important of all your concerns.  Body language and well-chosen words go a long way to achieving this goal.  Initial listening and acknowledgement is seriously effective and if you need more time, agree a mutually convenient one.  This again will make people feel valued as you give them your time.

So what else have I learned about time management?  I think it is all about attitude and self-control. First, I am a great fan of the ‘do it now’ approach.  This is because the biggest mistake people make is to over- or under-estimate the amount of time a task needs.  Often a task can be done before you realise it, and sometimes for less time than it takes to write it down on your daily ‘to do’ list.  A bunch of small tasks completed can save a lot of time, and result in a raft of satisfying crossing out on your list.

The next tip is to set time-limits for tasks as we often decide consciously or unconsciously to spend more time on favourite jobs or people and less time on the least favourites.  This means we can fall into the trap of doing the same things well, and neglecting our other responsibilities.  If a task reappears on your ‘to do’ list more than three times in a row, ask yourself ‘what are you avoiding?’

Finally, focus on your own time.  What is your preferred working style?  At what point of the day or week are you at your best?  Me, I prefer to hit my desk first thing and plough through lots of tasks, so I can develop that feel-good factor from completing my list.  Remaining open to interruptions and supporting clients and colleagues of course!  That leaves the afternoon to be more social, give people more of my time, and to satisfy my creative side with writing or developing ideas.  It’s the time I blog.  Indeed, any distraction from other work is positively welcomed in the afternoons.  Time well spent.

If you are a leader or manager of any organisation, one of your key roles is to lead its culture.  Safe cultures are vital for staff and organisational performance, and achieving goals, as well as wellbeing and welfare.  Get your culture right, by investing time in its management, and success will follow.

It’s hard to believe it has been 10 years since unsafe culture was discovered at Little Ted’s nursery in Plymouth.  In this high profile serious case review it was reported staff felt unsafe to report concerns and challenge the practice of colleagues not following policies and procedures.  Professional and personal boundaries had become blurred, recruitment procedures were not evidenced, and Vanessa George’s change in behaviour was not challenged or changed.  Sadly, the result was a culture that allowed many children to become seriously unsafe under her supervision.

Cultural leadership is clearly vital for safeguarding children, that said, it also extends much wider across all aspects of an organisation.  Consider this question for a moment: How do you lead the culture in your organisation?  Did you reach a quick answer, or are you asking some of the following questions?  What is culture?  How do you lead culture?  Is culture too difficult to define, describe and recognise?

Well, I think it is important straight away to say that leaders must, should and always develop, demonstrate and protect organisational culture.  Here are what I consider to be the key aspects of cultural leadership we should be adopting:

• Effective staff supervision by a manager, colleagues and peers, and one-to-one opportunities regularly taken.
• Everyone being professional at all times in the workplace and beyond.
• Professional and personal boundaries protected and not blurred.
• Everyone clear about their roles and the roles of others.
• Everyone knows how the organisation is managed and its legal structure, and how decisions are made.
• Everyone knows who to talk to safely about concerns or complaints.
• People raising concerns or complaints should be thanked, valued and supported.
• The culture of concerns and complaints to be confirmed in policies including a whistleblowing policy (a whistleblower is a person who exposes misconduct, alleged dishonest or illegal activity occurring in an organisation).
• Agreeing codes of conduct or behaviour for all staff and management, to which everyone is accountable to everyone.
• Rigorous implementation of policies and procedures – that everyone should follow, with good quality open discussion about policies at staff meetings and training.
• Confidence in policies and procedures, with regular training.

As leaders, we should have no choice but to have a culture of safety, openness, teamwork, and partnership.  We cannot realistically operate without one, I hope this list offers some useful suggestions.

Today is a notable date in the early years calendar.  Like schools, we have been asked to prepare for fuller opening from 1 June 2020.  And now this day is upon us.  It was and is a big ask and full of difficult decisions, contradictions and risks.  There is much good we can do, and there is a moral purpose to our supporting of families; especially vulnerable children and the children of keyworkers.

However, we must avoid the potential pitfalls this new era brings, whilst fulfilling our role.  We need to keep our heads.  Reopening will be a long-term process, informed by very many personal and professional considerations.  We must approach this as informed and professional early years practitioners, and play our part in controlling the virus, whilst positively impacting upon the lives of children and families.

Extensive guidance, seemingly aiming to address all eventualities has been published by Government.  Information like the Planning guide for early years and childcare settings is designed to offer information and support for early years providers as they prepare to open.

It states providers can choose to use the guidance, or not.  And they should decide how best to use guidance in their setting.

The past three months were unexpected, unpredictable and unparalleled.  Many settings and schools have remained open and have provided vital services for vulnerable children and the children of keyworkers.  For that, we all thank them, including childminders.  These actions have made a significant contribution to so many lives: the experiences of children living in challenging circumstances; and those with parents whose vital roles have supported us all through this extraordinary time.

I also acknowledge that for many settings that did close, this was not only a difficult decision, but often one out of their hands.  The process of weighing up the considerations for opening and closing remain.  They are the same now and they were in March.  Of primary importance is the health and safety of children, their families and the early years and childcare workforce.  This includes their physical health and mental health.  And within the context of the virus, this also includes the appropriate use of PPE and safe working practices.

We also need to develop a deep understanding of the demand from families for attending and using our services, especially for funded entitlements, and crucially for the essential income via paid-for childcare.  Demand, as ever, will drive supply, and providers will listen intently to the voice of families expressing what they want.  Such demand will determine when and how settings will open or not.  Childcare is changed now and has been for the foreseeable future.

We cannot have provision without our invaluable workforce.  And their availability is under-pressure.  Not all are able or willing to return, due to practical reasons such as their own lack of childcare, or their own children not being able to return to school.  They could also be shielding or have members of their household to protect.  Without clear information and reassurance from their employers, they may feel unsafe to return to work.  The available work may limit their choices, should full-time roles become part-time ones, or should they find being furloughed a better option for the setting or the team member.

The finances in early years are finite.  And one thing I truly hope comes out of the crisis is someone, once and for all, untangles the unnecessary complexity of funding.  It is far too complicated.  We deserve things to be better and simpler.  We need greater trust from government.  Over recent weeks, providers have not only managed early years funding, but they have navigated Govt. financial support, and changes in paid-for childcare.  The future will only bring fresh pressures and difficult decisions without a new funding offer.

None of our service delivery is possible without access to premises.  New working arrangements place great pressure on available space, and this in turn places limitations on what we are able to offer.  Many providers actually aren’t able to return as their shared community premises that are not yet open to the public.  I am sure this is frustrating to many.  Schools also need to ensure they look beyond their own immediate internal challenges and support their on-site and neighbourhood partners who provide early years and childcare.  We are in this together.

The most important consideration, of course, is practice.  This is where practitioners need to listen to guidance and use their own professional judgement to decide what is right for their setting, and the children and families they work with.  All decisions should be made with physical and mental health, and children’s wellbeing and positive learning in mind.  In early years, we have an important role in improving lives.  We should not be reinforcing anxiety, or making people believe they are behind and need to catch up.  Sometimes this could be the unintended outcome of following guidance to the letter.  Instead, we need to be investing in children’s social capital.  We have a new generation of children who have lived through this unique social experience.  What can they take away from this?  We should scaffold upon this to ensure this is a force for good.  Without due care and attention we will only reinforce the worst aspects of lockdown, storing up significant problems for later.

We are leaders in early years, not followers.  We should not wait for guidance to inform all our decisions; instead making sense of business and practice needs ourselves.  The danger of COVID-19 are real, and easily could return two-fold.  It has impacted upon hundreds of thousands of families.  That said, we must be proportionate in our management of risk and health and safety.  Our role is one that aims to counter the effects of harm, to minimise it, and to support people’s understanding and journey out of it.  These are difficult decisions and everyone should tread carefully, yet confidently.  So, let’s stay professional, control the virus and improve lives.