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Oh dear, I have noticed a trend. And it is something I think stimulated by a combination of basic human needs and the tools of social media.

There is a place in this world for people to stand up and speak. Whilst it isn’t everyone’s bag, we all need them. And we thank them. We rely upon all sorts of people making the case for a cause, leading new behaviours, calling for change, or simply entertaining us. We need people to speak on their specialisms, share their expertise, and/or explain their missions, ideas, or campaigns.

I am one of them. And I feel great privilege when asked, and aim to use the time and opportunity, so it benefits as many people as possible. Everyone’s motive should be altruistic, inspiring, enabling, and/or philanthropic. It most often is. The trouble is, sometimes, when I listen to people up there on the podium, or read their posts, it isn’t. Far from it.

This blog isn’t a criticism of any of that. It is a warning. Hopefully it offers some form of helpful guidance, indeed a checklist, to avoid the traps that have opened up.

It isn’t anyone’s fault. In these days of online dialogues and blurred boundaries between public, personal, and professional selves in the virtual, online, and physical worlds, we are lured into these attention-needing behaviours. We have become our own agent-, director-, and editor-free broadcasters. And this environment tempts us to chase more and more quantifiable gratification in the form of likes, followers, comments, and/or plaudits. We want to be liked, to be in like-minded company, and to be recognised in ever increasing quantities.

This contemporary pursuit is all too seductive, addictive even. Many of us are ostensibly needing regular affirmations, comments, re-shares, and other overt measures of engagement. We have become thirsty for all of that. It’s like pouring petrol on a barbeque. So much so, some platforms are actively hiding such data so not to add fuel to our fires.

The learned behaviour is our actions are being constructed, manipulated even, to stimulate all this glorious response. Content is more about the speaker than the message. The broadcaster is super interested and focused upon who is agreeing, listening, or noticing, and who is disagreeing, blocking, or even not engaging. And all that creates its own whirlwind of content, as the discussion plays out these noisy dynamics on social media in particular. All in the vain attempt for Warhol’s prophetic fifteen minutes of world-fame (more like fifteen hours of fame these days thanks to the world wide web). Personally, I take small hope and comfort in Banksy’s take on the matter “in the future everyone will want to be anonymous for fifteen minutes”.

An extreme example is how one ex-President exploits online content (through words and pictures) and how it builds his profile. No matter how extreme or shocking, their behaviours result in a reported growth in support and their approval ratings.

I call it ‘attention speaking’. We should all be aware of it. It is all about garnering a response, achieving attention, creating noise, generating agreement and disagreement in equal measure. It is polarising, not coalescing. None of this is altruistic, inspiring, enabling, and/or philanthropic. Therefore, it fails the test of the speaker achieving their primary objectives and key responsibilities.

The questions for all of us are, do we want and need this for ourselves? Are we mirroring these behaviours to any extent? Are we stuffing our content full-to-bursting with ego affirming noise? What’s important is we engage in ego-free dialogues. This requires us to put content before fame, or purpose before personality. Take a moment to take the temperature of behaviours, and the language used, so you can hold yourself and others to account and avoid its pitfalls. Ask others around you, what do they think? And don’t just listen to the likes, those who agree, or your followers. That is my well-intentioned advice.

Having overheard a colleague saying they had recently published a blog post that had been generated by Artificial Intelligence (AI), my curiosity was sparked.  Naturally.  A quick internet search found a site.  I asked it to write a post.  What title I thought?  I settled very quickly on: The Top Three Things Leaders Should Do in Business. That seemed like a reasonable ask.

Within a few of the briefest moments, some 1,500 words popped up.  I started to look in disbelief as what seemed like a well-constructed piece, with a compelling opening to set the scene, appeared on my screen.  What’s more, it looked like the three top things were indeed set out.  How clever I thought.  Each title was sub-divided into three further sections.  Even cleverer I said under my breath.  What a crafty device to squeeze in more content and circumvent the brief – I must do that myself one day.  It felt like rubbing Aladdin’s lamp, and using one of your three wishes to ask for unlimited wishes – that cunning childlike fantasy trick! That was lesson one. 

Then, a major flaw became apparent.  After I scrolled through the third heading, there was a surprise fourth, then even an unexpected fifth.  An epic fail!  Could you imagine asking a real person for an article on three things and then getting five?  Maybe, maybe not. I would imagine in my office they would be asked to rethink, and to follow the brief, unless there was a cogent argument for five.  I started to resent the handful of sections with three sub-sections each, totalling 15 top things a leader should do.  A dozen more than the brief.  Is AI disobedient and obedient in equal measure I pondered. That was lesson two. 

I read on. The preamble was convincing, and I quote: “Leadership plays a critical role in driving success and growth within any business. Effective leaders possess the ability to inspire, guide, and empower their teams to accomplish extraordinary things. However, with numerous responsibilities and expectations, it can be challenging for leaders to prioritize their actions. In this article, we will explore the top three things that leaders should focus on to propel their businesses forward. From setting a clear vision and goals to building a strong and empowered team, we will delve into fostering a culture of innovation and adaptability, effective communication and collaboration, and the importance of continuous learning and development. By understanding and implementing these key strategies, leaders can create a solid foundation for success and drive their organizations towards excellence”.  I can easily subscribe to all of that, and it seemed very reasonably put.  That was lesson three.

But what, I think you need to know, were those three/five things?

1. Setting a Clear Vision and Goals

1.1 Defining the mission and purpose

1.2 Establishing long-term goals

1.3 Creating a strategic roadmap

2. Building a Strong and Empowered Team

2.1 Hiring and retaining top talent

2.2 Fostering a positive work environment

2.3 Empowering employees through delegation

3. Fostering a Culture of Innovation and Adaptability

3.1 Encouraging creativity and idea generation

3.2 Embracing change and overcoming resistance

3.3 Promoting a learning mindset and experimentation

4. Effective Communication and Collaboration

4.1 Establishing open and transparent communication channels

4.2 Encouraging active listening and feedback

4.3 Promoting cross-functional collaboration

5. Embracing Continuous Learning and Development

5.1 Investing in employee training and development

5.2 Encouraging personal growth and learning opportunities

5.3 Emphasizing the importance of knowledge sharing

Each section was clearly and helpfully explained too.  The piece concluded, “by prioritising these top three (sic) areas, leaders can maximise their impact and drive success within their businesses. Setting a clear vision and goals, building a strong and empowered team, fostering a culture of innovation and adaptability, effective communication, and collaboration, and embracing continuous learning and development are essential pillars of effective leadership. By consistently focusing on these aspects, leaders can create a thriving and resilient organisation that can navigate challenges, seize opportunities, and achieve long-term success. With a strong foundation in place, leaders can inspire their teams to reach new heights and drive their businesses towards a prosperous future”.  There was even some FAQs to support those asking more detail on how to do these things.  Lesson four and five. 

The sixth lesson is from me to AI, three means three, not five, and certainly not 15.  That’s natural intelligence.  And I wrote all this blog myself thank you very much. Although it did take me 45 minutes and not 45 seconds.

How curious I thought, as latest figures flashed up on my online newspaper this morning. I almost dropped my tablet. The ONS had published their latest report on personal well-being in the UK. And who doesn’t like a stat or two? Well, these were sobering messages, I must say – our collective wellbeing is in big trouble.

I am not the first, not the last, to think things have worsened since the pandemic hit in 2020. Before then, I feel we knew there was a risk of such matters; our previous experience though had lulled us into thinking the worst wouldn’t actually happen. But in this case, it did. And some. What has changed since is everyone’s relationship with the concept of anxiety. Young people are thought to be under epidemic levels of unease. Over a quarter (27%) of women, according to the ONS, reported high levels of anxiety (up from 22% in 2016), compared to one in five men. Everyone is talking about it, anxiety that is, and the media and internet is saturated with these notions and concerns, without counter-balancing with useful solutions and support.

The good news is there are pockets of improvement. Apparently, from April 2022 to March 2023, inhabitants of the Outer Hebrides were less anxious than anywhere else, despite (as the newspaper said) “having to put up with dramatic weather, no internet, and lots of sheep”. Sounds ideal, I thought.

I began to wonder if it was sheep that were having a calming effect, or was it the elemental nature of notable weather, or indeed was it the lack of conspiratorially curated online content that was to be credited with such positive effects? Maybe it was heady cocktail of all three.

A huge 80% of the Hebridean population was reported to be happy, a stark contrast to the rest of the country who, it was reported have seen life satisfaction and happiness “plunging”, whilst anxiety levels have reportedly sky-rocketed. All of Scotland it appeared bucked the UK trend in general. Anything to do with the shifts in their politics? That’s for you to decide.

Improvements aren’t limited to the outer reaches of Scotland, however. There appears to be grounds for optimism in mid Sussex, the Malverns, and Colchester. I wondered how many sheep there were in these locations, what the weather was like, and how effective their broadband was. Estate agents should enlighten me. Could we be seeing a pattern here? In contrast, things have been decreasing in parts of Hertfordshire and Hampshire (where hurricanes hardly ever happen according to Professor Higgins) and Worthing in West Sussex.

Beyond location, agriculture, and climate, there is the matter of self-reported health – which looks like it has more impacts on life satisfaction than any other characteristic. And so, I also wondered if the length of NHS waiting lists was directly connected with happiness scales.

What to do?  Well, I am off to the farm, in the rain, without my tablet right now, and I shall let you know how I get on.  If, that is, I return!

I’ve been thinking about stigma.  Recently, I have been told colleagues have been reluctant to take targeted actions.  They have been concerned about creating or reinforcing stigma as a consequence.  I have been pondering the considerations and the possible ways forward, so we can improve on that position and enable, not stifle, positive action. 

It is widely recognised that targeted services have disadvantages as, by definition, they do not reach everyone, and have the potential to create stigma from the belief that services are only for ‘failing families’.  They are not unique as both targeted and universal approaches have risks and advantages to be considered in terms of achieving reach, outcomes and impacts. No one wants to bring shame upon children, young people, families, or communities associated with a particular circumstance, quality, or characteristic.  But we should sensitively consider how services are delivered and the intended or unintended consequences.  The ethical principle of non-maleficence requires us to do no harm. 

The nature of attempting to benefit those eligible requires consideration of how restricting services to ‘the few’ can provide greater benefit to less, and how targeting can make some people unhappy about not being able to benefit from access to services.  Universal strategies aim to benefit more people (everyone), yet they could make people less happy and create ‘general’ benefit because the overall effect of the support could be spread so thinly it is diluted.  It could be possible families who have low-income employment can feel stigma as much as, or indeed more than, families in non-working households.  In all events, access based on stigma cannot be a good thing, even if the eventual outcomes are successful. 

In their placement and delivery, past targeted services such as Sure Start children’s centres worked hard to minimise stigma as an unintended outcome.  Glass (1999)[1] described these approaches in terms of principles and values, those being:

• no single blueprint for effective (early) interventions
• two-generational (involving parents as well as children)
• non-stigmatising (not labelling families as ‘problems’)
• multifaceted (targeting a number of factors)
• persistent (lasting long enough to make a real difference)
• locally driven (based on consultation/involvement of parents and local communities)
• and culturally appropriate and sensitive to the needs of children and parents. 

Such ethical values remain highly relevant for the success of many public services.  In the delivery of which we are often charged with the responsibility of doing our utmost to ensure stigma is not associated with participation, as stigma represents potential harm.  But how could or should we approach things?

• we should not expect services to be delivered in the same ways everywhere
• we must support and encourage people to get involved
• we ought to promote and deliver services as positive and non-stigmatising
• we should look for multifaceted activities and connections with other services to situate the service in the space with others
• services should be persistent through its funding and by adding value via other funding and sustainable strategies – longer term, not shorter term, with the ability flex and adapt
• and delivery needs to be locally driven, based on consultation/involvement of local communities, culturally appropriate and sensitive to their needs.

Many service deliverers are already well-versed and experienced in many of these approaches, including learning lessons from previous delivery.  Sometimes, though, the service users’ reality can be they are made to feel different if service offers are segregated awkwardly.  In putting all of this into practice, there are some more considerations in the form of a checklist:

1. Remember, remind, and reassert the reasons why we have the targeted services in all appropriate plans and activities.
2. Carefully construct marketing and communications messaging to focus upon the benefits and outcomes, fun and enjoyment, and support to access. 
3. Help members of delivery teams who may struggle with reconciling the concepts surrounding targeting and stigma.
4. Support message givers, including partners, by providing material and ‘lines to take’ or ‘key phrases’ to effect better communications, reach and engagement. 
5. Consider methods and approaches that reach eligible communities discreetly and directly, with respect and dignity.
6. Enable service delivery to be seamless, inclusive, and not divisive.  The best services, in my view, are where there is a blend of targeted and universal provision, and you struggle to see the join.

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[1] Glass N (1999) Origins of the Sure Start Local Programmes. Children in Society Vol 13. John Wiley & Sons Ltd.

There’s lots of talk about experienced and qualified staff leaving the early education profession in record numbers.  In the workplace, and in simple terms, people generally leave when they feel unhappy, and when there is a sense of better opportunities being available elsewhere.  The sector and organisations in general cannot afford to clumsily lose workers and their unique skills, qualities, and experiences.  We must all consider outward workforce migration, work out its root causes, and do whatever we can to reverse the trend. We have a responsibility as leaders and managers to our teams, the individuals within them, and our organisations as a whole.

On a foundational level, we need to help workers to be happy, and fulfilled in their professional roles.  That requires leaders and managers to deliver on three key things.  All of which are achievable or have no or low cost. 

They start with feelings.  All staff should feel fully appreciated for their work, at all times, through regular meaningful feedback, thank yous, and enabling encouragement.  That needs leaders and teams to be vocal and present.

And it needs a sense of place. The physical and team environments should be positive and supportive – it is the little things that count here, and no stone should be left unturned, as unaddressed issues will fester and build until it is too late. 

And there should be fair flexibility. Because that breeds happiness, in contrast inflexibility results in the opposite.  There is no doubt that more staff are asking for greater flexibility in the hours and days they work, good for them. But that can be a real headache for leaders delivering an education or childcare service.  It is not impossible, and moreover it is essential.  Those settings I see that are cracking flexibility are the ones better able to retain and develop their happy staff, whilst reconciling the needs of the business. 

These three things helps the workforce to realise what a special place they occupy now, and how the grass may not always be greener on the other side of the fence.  Whenever I fantasise about getting another job, it is at those moments when I don’t feel appreciated, I don’t feel like I fit in, things seem just a bit too hard, or people aren’t being nice. 

There are three more useful approaches to help: 

Feeling the fit. Everyone needs to have a sense that they are suitable for their role and responsibility.  That is a big issue at the point of recruitment, but it is also one to consider as roles change, people are promoted, or they need to cover gaps in the team.

Cultivating culture. Workplace culture is a solution here, by creating a perfect balance for business stability (even when everything around is uncertain), growth and change (even when things feel unsustainable), and challenge (countering any sense of things always being the same or stuck in their ways).  And finally…

Involvement. One of the most effective ways of achieving that is involving everyone in decision-making or helping them understand the reasoning behind decisions.  Indeed research has shown this to be especially the case in early education roles.