Get ready for shared parental leave - see inside
Issue 3 - Autumn 2014 www.eybmag.com
Business Sustainability Series Part 3 - Healthy Steps to Mental Health & Wellbeing
EYB Focus On: - How to get more time
- Exploring emotional intelligence - What does your body communicate?
Managing Stress Sparks Will Fly
How to Positively Manage Conflicts Book Bites - Events - EYB on the Streets - Jobs - Q&A - Features - Focus
The Leadership & Business Magazine for Early Years
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Contributors Dr Margaret Simms
Dr. Margaret C. Simms is an educator and early years consultant at ProCEEd Consultancy based in Nottinghamshire. Her work focuses on equipping Early Years practitioners, professionals and parents for their increasingly challenging roles. She has extensive experience in Early Years, Further and Higher Education. Margaret set up ‘ProCEEd’ to meet providers’ needs for affordable Early Years consultancy offering training, research, evaluation and events. E: drmargaretsimms@gmail.com W: www.proceedc.com Twitter: @ProCEEdc
editor’s letter H
i everyone, Welcome to issue three of Early Years Business magazine.
Jasmina Haigh
Jasmina is an experienced, senior/area childcare manager with outstanding communication, customer service, time management and people skills and a high degree of problem solving ability; hardworking, loyal and dedicated; able to work effectively under pressure; an excellent role model and motivator with strong management and eadership ability. E: jasmina.haigh@yahoo.com Twitter: @jascat70
Renny Adejuwom
Renny is a Professional Childcare Consultant, Lecturer, Speaker, Parenting Coach & Director at Eden Mobile Crèche. An Award Nominee for Woman in Business at the Wise Women Award and Entrepreneurial of Excellence Award for Gender at The National Diversity Awards. Enjoy Lecturing, Talking, Writing, Planning, Creative Thinking; and created the brand D&D Boys Shoes. E: renny@edenmobilecreche.com W: www.rennyadejuwon.com Twitter: @edenmcreche
Imogen Edmunds
Following the birth of her son, James, Imogen launched Redwing Solutions to provide HR consultancy to the small to medium sized enterprises in the West Midlands in 2004. Redwing Solution’s specialises in HR for Early Years employers and works with day nurseries, pre-schools and out of hour’s clubs across the UK. Imogen is recognised for the practical, advice andguidance and the friendly way in which she supports her employers. E: imogen.edmunds@redwing-solutions.co.uk W: www.redwing-solutions.co.uk Facebook: www.facebook.com/hrforearlyyears
Jaqui Burke
Jacqui is a people management, human resources and training specialist with a passion for helping people and organisations to flourish. E xperience of supporting a wide range of organisations from business startups and SMEs through to large corporate and public |wsector organisations. Specialist in supporting the Early Years and Childcare sector E: Jacqui@flourishingpeople.co.uk W: www.flourishingpeople.co.uk Twitter: @jacquiburkefp
Nadia M. Olliveirre
Nadia is a lifelong learner, Registered Early Childhood Educator, ECE College Professor, Early Years Training Consultant, and Student. She has a degree in Psychology, a diploma in Early Childhood Education, certificate in Adult Education and a certificate in Training and Development. She is also currently pursuing her Master degree in Professional Studies. Nadia loves working with children, facilitating early years workshops and teaching future educators. Each day Nadia strives to train educators, empower children and support parents, which is the foundation of The Ollivierre Early Learning Centre. E: nadia@early-learningcentre.com W: www.early-learningcentre.com
Tracy Seed
Tracy offers training, coaching and consultancy services. She has specialist knowledge and over 30 years experience in early years and adult education working with providers, leaders, practitioners, teachers and parents. She has owned her own nurseries and worked in role as Managing Director for a group for many years. She has in depth understanding of approaches and practices that unleash people’s full potential. She also works internationally in personal development and wellbeing arenas. E: tracy@tracyseed.com W: www.tracyseed.com
As we approach seasonal celebrations and holiday breaks now is a good time to prepare for the new year. So in this issue we focus on the matters that matter – wellbeing, stress, time, emotions and lots of managers solutions for you. You will find great articles that explore some of the ‘softer skills’ required as a leader and professional.
Working and parenting is always a balancing act, with legal changes on the horizon we asked Redwing Solutions to shed some light on the Shared Parental Leave Regulations 2014 - we will also be following the recent developments on holiday pay via our social media (stay tuned!). Mental Health is a topic that should be discussed in the workplace and we’ve included coverage in our third installment of our Business Sustainability series looking at the issues encountered as well as the impact to individuals and employers. Articles on emotional intelligence, time management, positive conflict management, managing stress and body language are a sharp read which act as a great springboard before you dive into these subjects further. We even packed in ten qualities of a childcare business leader from a practitioners point of view. A couple of new things to look out for in this issue include the ‘EYB Mail Box’ – a question and answer just for you (send your questions in early!), Job adverts and Professional Development Courses which links into the theme of the magazine. Whilst we are on the topic of change… My family and I are looking forward to the birth of our son and we also welcome a new addition to the EYB team. As I take maternity leave I am very pleased to say our dear friend Dr Margaret Simms shall be the captain of the ship. Some of you will know Margaret as she frequently writes for EYB and is very passionate about the shape of leadership in early years, we are so delighted to welcome her on board. Margaret will be Editor for Issue 4 which focuses on Recruitment and Retention so do feel free to share your thoughts, suggestions and ideas for February’s edition. I will take on the role as Managing Editor and will be working quietly (as I do) but closely with Margaret to share another jam-packed issue of content. So here’s wishing all our readers a wonderful Christmas and fabulous break over the season and we look forward to sharing more news, views and updates of ‘pitter patter feet’ in 2015. Warmest regards,
Vanessa
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REGULARS 06 EYB On The Streets 09 EYB Mailbox 24 EYB Book Bites 31 EYB Events
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What’s 31
FEATURES 10
What Qualitites Make A Good Childcare Business Leader?
12 14 18
Positively Managing Conflicts
20 22
Introducing Shared Parental Leave & Pay
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Business Sustainability Series Part 3 - Mental Health & Wellbeing Managing Stress - Sparks Will Fly!
The Importance of Empathy for Leaders
20
04 EYB
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inside? 26 EYB Team Vanessa Cariba Managing Editor vanessa@eybmag.com Jess Milton Designer jessmdesign@yahoo.co.uk Debbie Moutia Digital Marketing media@eybmag.com
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Devron Cariba Publishing Editor devron@eybmag.com Advertising & Job Posts hello@eybmag.com Tel: 0747 695 1220
28
FOCUS 26 Time Management 27 Body Language 28 Exploring Emotional Intelligence 33 Professional Development
If you would like to contribute to EYB Magazine contact hello@eybmag.com
Special thanks to the EYB Team Deborah Moutia, Jess Milton, Devron Cariba and all our contributors. Copyright 2014. All rights reserved No part of Early Years Business magazine may be reproduced, stored in a retrieval system or transmitted in any form or by any means, without the prior written consent of the editor.
EYB Disclaimer The content of Early Years Business Magazine is for general information only and does not constitute any form of advice or recommendation upon which a specific decision should be made. Early Years Business Magazine has done its best to ensure the accuracy and currency of the materials contained on its website but excludes any warranty express or implied as to quality, accuracy, timeliness, completeness or fitness for a particular purpose of the material contained this website. Early Years Business Magazine will not be liable for any claims, penalties, loss, damages or expenses arising from the use or the inability to use the magazine or from any unauthorised access or alteration to the magazine [by a third party] Images courtesy of SXC; Hutchinson 3G
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EYB Regular
EYB On The Streets ACAS Launches Early Conciliation Service Advisory, Conciliation and Arbitration Service (ACAS) are now offering a free alternative to an employment tribunal with their service Early Conciliation that forms part of the Enterprise and Regulatory Reform Act 2013. The service is free and aims to resolve workplace disputes early on in the process so that the claim doesn’t result in a stressful, costly and time-consuming tribunal hearing. The process is straightforward, and ACAS just ask that if an Employment Tribunal claim is to be made that they are notified first by completing the simple Early Conciliation notification form. Claims are then passed to an Acas conciliator who will then talk to both parties to try to find a solution to the dispute.
Acas Chief Executive, Anne Sharp, said: “We know from nearly forty years’ experience of helping to resolve disputes at work that workplace problems can affect everyone and can be a barrier to growing a business.” Since the launch in April and June 2014 17,145 notifications
have been made from both employers and employees with the breakdown being 16,605 made by employees and 540 by employers. The Early Concillation period comes to an end when the dispute has been settled or if it decided that the parties involved are not willing to settle. Settlements
made though ACAS are fomalised in a COT3 document. During the quarter April-June 2014 1,873 achieved this. You can speak to an Acas Helpline Adviser on 0300 123 1100, or see http:// www.acas.org.uk/index. aspx?articleid=4028 for further information on employment rights.
Main Features of Early Concilliation:
It’s impartial – ACAS represents neither party
It’s voluntary - both parties must agree to the process.
It’s independent – ACAS is no part of the tribunal system
It’s Free – no charge is made by ACAS for the service
It’s confidential – nothing that is discussed during conciliation can be used in a tribunal hearing.
EYB Regular
EYB On The Streets Changes To Childcare Voucher Scheme Planned For 2015 “The new system will not only save recipients more money compared to childcare vouchers, but it is also estimated that it will benefit around twice as many working parents.”
A tax-free childcare voucher scheme will be launched in Autumn 2015. The scheme will cover annual childcare costs of up to £10,000, providing savings of up to £2,000 per child. This new scheme will be available
for children under 5 initially, with plans to extend to under 12’s within a year. This scheme replaces the current salary sacrifice system and will also be open to parents who
Starting Up a Childcare Business? The DfE announced the extension of the Childcare Business Grant of up to £500 per business for any area of business development. All applications should be received by 31 December 2014 to qualify. There are 3 types of grant you can apply for which depend on the type of childcare business you intend to set up:
are not able to take advantage of the current scheme, such as those who are on minimum wage or self-employed. Employees will pay 80% of their childcare costs into an online account run by National Savings & investments (NS&I) and the government will subsidise the outstanding 20%. The vouchers can then be used for OFSTEDregulated childcare, and not for care provided by relatives or friends. Only one parent can make a claim and if part of a couple the other parent’s income must be declared. Parents also need to reconfirm their eligibility to the scheme every three months. While there are obvious benefits for working parents, employers will benefit from the scheme too. Parents will choose their own voucher provider and will no longer sacrifice a percentage of their salary. This will mean employers will not have to make deductions at payroll, thus reducing administration time per employee.
John Woodward, managing director at Busy Bees, said: “We are pleased that the government is continuing to support working parents and recognise that the cost of childcare is a huge burden to parents. “The new system will not only save recipients more money compared to childcare vouchers, but it is also estimated that it will benefit around twice as many working parents.” (source: http://www. employeebenefits. co.uk/childcare-voucherschemes-set-tochange/101550.article) See below for more information about the new scheme. http://www.theguardian. com/money/2014/mar/18/ new-childcare-vouchershow-work https://www.gov.uk/ government/uploads/ system/uploads/ attachment_data/ file/318953/PU1607_Tax_ free_Childcare_response. pdf
1. £250 for new childminding businesses (a childminder is someone who looks after children in their own home, either alone or with help from one or two other adults)
out-of-school clubs (which are usually run in a specialist building), and childcare businesses on domestic premises (in someone’s home, but with 4 or more adults working there).
2. £500 for new childminding businesses (as above) that intend to provide care for disabled children
To find out more contact or visit http://www.childcarebusinessgrants.dcms.gov.uk/
3. £500 for larger childcare businesses, including nurseries and
Childcare Business Grants Scheme PO Box 894, Newport NP20 9NE Tel: 01633 652143 Tel: 0844 2642546 EYB 07
EYB Regular
EYB On The Streets Free School Meals Available To All Children For 3 years Children in reception, Year 1 and
Year 2 (according to Dfe figures is 1.89 million) will now be entitled to a school lunch free of charge, saving parents around £400 a year per child. The move was announced by Deputy Prime Minister, Nick Clegg who said: “My ambition is that every primary school pupil should be able to sit down to a hot, healthy lunch with their classmates every day. “Millions of parents across the country are feeling the squeeze... I am determined to do all we can to help put money back in the pockets of these families.” (source: http://www.bbc.co.uk/news/ukpolitics-24132416) Until now free school meals were only available to children whose parents are on benefits or earn less than £16,190 a year. It is estimated that it will cost £600m to extend the provision to all infant-school children. National Union of Teachers welcomed the move and called
EYB Tweet Street EYTalking @EYTalking In the last 4 years the sector has had 3 Childcare Ministers. A lot of chopping & changing. We need consistency. #EYTalking DfE @educationgovuk From April 2015, 3- and 4-year-olds from low income families will be 08 EYB
for it to be extended to all primary school pupils. Pilot studies in three areas: Newham, Wolverhmpton and Durham looked at the impact free school meals had on absence from school, attainment and pupils’ health, diet and behavior. Findings showed that children receiving the free school meals were around 2 months ahead those not in receipt in both Maths and English. Dr Hilary Emery from the National Children’s Bureau said: “It’s encouraging that politicians have recognised the clear link between
a good diet, children’s health and performance in education - which is of particular importance to low income families.” The review http://www. schoolfoodplan.com/plan/ was commissioned by the Department for Education by Leon Restaurateurs following heavy criticism by TV chef Jamie Oliver who campaigned to remove junk food from school canteens in 2012. See the full impact report here: https://www.gov.uk/government/ publications/evaluation-of-thefree-school-meals-pilot-impactreport
Check out the selection of tweets EYB tuned into eligible for a new #EarlyYears Pupil Premium. Ofsted @Ofstednews Updated early years guidance from recent months. Annette Whitworth @AnnetteWhitwort “@EYBusiness: Logic will get you from A to B. Imagination will
£
take you everywhere –-Albert Einstein”Keep your inner child alive!,
Bizitalk @Bizitalk Online Gift Shop with cool gifts Cushions | Name Art | Edibles & More Designed In house & Customisable Made in UK with love @DesignMeMyGift
EYB Regular
EYB MAIL BOX
Do you have a burning question about business or leadership in early years? This is your opportunity to get your question off your chest and to get real answers. Email your question to hello@eybmag.com and we will put the question to our team of professionals. The most relevant questions will be published in the next issue of EYB along with responses. We asked Childcare East Midlands to share with us questions and feedback on a recent Conflict Management Course. Laura Bowler (Nursery Manager) – Cherubs Vale View
Lisa Townsend (Duty Manager) – Busy Bee Day Nursery
Julie Gray (Nursery Manager) – Cherubs Ryton Park
What did you learn? • How to use the position of your body to avoid further conflict or emotional upset. • The best way to support staff if they are dealing with a conflict both professionally and personally • How to de-escalate conflict in an emotional situation. • How to manage the customer’s expectations of what we do and that we can say no if the request is something we are unable to offer.
What did you learn? • How to be more efficient • How to build her confidence to deal with situations • How to be more authoritative without being aggressive to Practitioners and parents/carers. • To be more aware of people’s behaviour and recognise the triggers of their behaviour. •Be aware of my spatial awareness
What did you learn? Conflict management training enabled myself and my staff team to gain knowledge and skills to reduce the likelihood of abusive and threatening behaviour occurring in the workplace. As a nursery manager, I recognise that we rarely experience conflict situations, but I know that being proactive in seeking this training programme has supported our staff team in developing their skills and confidence with regards to dealing with conflict if it arises.
How will you reflect and put into practice? • I have looked at how I position myself when I am talking to other people and what body language I am using ensuring that I am being nonconfrontational when speaking to people. It is vital that I don’t portray negative body language when speaking to people as it may be taken personally. • I have further implemented this through ensuring that I pick up on people’s body language when they are in the setting to ensure that no one leaves the setting unhappy. If I see a parent/carer that does not look happy with what has happened I will ensure that I speak to them about the situation and resolve it before they leave. • I have examined the body language of the practitioners when they are talking to the parents/carers and the children to ensure that they are using positive body language so that it cannot be interpreted as anything else.
How will you reflect and put into practice? •Discussion at staff meeting about what staff have learnt during conflict management •Looking at how staff deal with parents/carers •Carry out role play with staff members to show how to deal with situations •Following up on things that have been done and dealing with situations straight away. •Confidence to pick up the phone and ask for support when I need it.
How will you reflect and put into practice? The training programme enabled the staff team to have confidential discussions with other childcare practitioners about a range of difficult situations that they experienced either as a nursery practitioner, assistant manager or from a nursery managers prospective. I particularly enjoyed the role play situations, where we all gained actual experience of dealing with different situations. The training provided clarity for all practitioners in understanding possible “triggers” of angry responses, which helped the staff team in understanding that not all conflict comes from aggression, but may come from: • confusion • a feeling of being disrespected • a lack of communication • embarrassment for example.
Please note not all questions submitted can be answered through the magazine, we will choose relevant emails that are close to the next issue of EYB.
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EYB Feature
What Qualities Make A Good Childcare Business Leader? EYB asked Renny Adejuwom as a childcare business owner and a childcare lecturer the attributes that make a good childcare business leader. Here are Renny’s top ten pointers to leading as a good childcare leader. It is important that a business leader is creative and innovative to stay in business, more so, in the childcare sector. Business leaders that have failed to display these attributes may find it difficult to stay competitive and relevant in today’s childcare market. Businesses such 010 EYB
as Blockbuster and Woolworth, to name a few, lost their creativity and innovation and eventually had to close their doors. The sector is competitive and if we as leaders lack imagination, innovation or creativity parents/clients will definitely vote with their legs or mouth. As a childcare business, we have an edge from a regular business as our focus on impacting the lives of future generations and most importantly, the care elements of our business. If these two aspects
diminish stakeholders can either be polite enough to voice their concerns or be drastic by taking their children elsewhere. Overtime, I have learnt that the best examples of leadership are the ones which we learn on our travels. So here are my top ten pointers. Lead By Example: Any childcare business leader should lead by example. The popular quote “do as I say not what I do” may work in some environments but not this sector as practitioners, especially new apprentices and
EYB Feature trainees, will tend to role model what the leader does, be it negative or positive. The result is unprofessional conduct. This leads to the work place being an unhealthy environment and because the leadership takes part in the act, it becomes a difficult issue for the business, resulting to unprofessional productivity from childcare staff. Get Involved: Get involved in day-to-day operational activities to gain an insight of a child’s point of view. Sir Michael Wilshaw did this regularly when he was the head of some inner London schools. When other childcare practitioners see this, it shows you care about the whole e stablishment Welcome Feedback From Staff and Stakeholders: Feedback lets you know how you are doing with staff relations. During staff feedback sessions lots of ideas are generated due to different creative suggestions from childcare practitioners. The percentage of feedback received from parents tend to be higher for when things go wrong when compared to when things go right but can easily be put right with establishing good relations, trust and continuity of an excellent service. In most cases parents feedback is “everything is fine”,
however this should not be generalised, always go that extra mile to ensure feedback is balanced. Get Your Facts Right: Before acting or reacting in any potential leadership feedback cycle, it is important to remain unbiased and collate facts. Facts are about getting the true picture of situations and issues raised during feedback. Feedback from all parties (parents and practitioners) increases the possibility of dealing with the primary feedback from all perspectives Be Professional Not Emotional: I believe professionalism is important with any business leader and having worked alongside a number of childcare business leaders, I note that emotions are one of the top attributes that I see. Whatever the issue raised, take a step back to see the bigger picture and clear your mind. Thinking and acting with emotions clamor been able to see things with professional eyes. Professionalism ensures that decision making is transparent and not bias. Use The Right Person For The Task At Hand: A childcare business leader with a ‘professional hat’ on should naturally use the right skilled team member for the task at hand. This may not be 100% of the time due to
human error or wanting to give another childcare practitioner additional responsibilities and challenges. Explain Exactly What You Want: Communication is clear and there is understanding between both parties. A contract is important between clients; parents and carers of children and having regular letters sent home from the childcare setting ensures you explain exactly what you want. ParentMail is a forward thinking and innovative way of communicating with parents. Regular meetings and memos to staff aid the process of a childcare business leader saying exactly what she/he wants doing. Having an updated staff handbook that is current can also help with regular reviews. Deal With Grievances ASAP: We are all human and emotional beings. When a misunderstanding is not dealt with, it can lead to a plethora of events. Everyone has a perspective but it is important to ensure it’s the right one and dealt with fairly according to employment law. Dealing with grievances facilitates respect from both management and staff. It shows that it not just productivity you are concerned with but also the emotional side of the parties involved. Re-
lationships do develop in the work place, however, promoting a professional one should be seen as mandatory for all childcare business leaders. In some cases disciplinary actions have to be taken in dealing with grievances in the work place. Listen, Listen, Listen: This is an important quality for a childcare business leader as well as leading and pacing a team, listening should also be part of this. Listen to what is being said verbally and non-verbally which can help provide a better directive for the childcare business. Update Policies And Procedures: Ofsted, Department for Education and all major children government organisations are regularly updating these. Having current policies and procedures reflect well on the leadership of the childcare business. Additional Qualities Include • Financial (money management) and cash flowing • Regular CPD for management and staff • Understanding sector updates • Networking EYB
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EYB Feature
Positively Managing Conflicts
‘Success’ may be an understatement when describing the career of Jasmina Haigh. With a plethora of achievements under her belt - £3m Bright Horizons project; 164 place nursery in Clapham; crèches, holiday clubs, NHS nurseries, children’s centres and more. Jasmina shares with EYB her valuable insights into positively managing conflicts.
Staff team conflict Having worked in childcare for over two decades and managed various childcare provisions, I have come across many conflict situations. They may have been between two employees or a group of employees; between a staff member and 012 EYB
management; or between parents and management.
Prevention better than cure What I have learnt in terms of successfully managing conflict is that prevention is better than cure. The sooner I spotted signs of poten-
tial conflict, the sooner I was able to intervene and resolve the problem. One of the major factors of recognising that a conflict and knowing your team well, and having the capacity to recognise your own feelings, as well as the feelings of others, better known as emotional intelligence (Daniel Goleman).
EYB Feature Build up good relationships Having a good relationship with my colleagues did not mean that I was lenient towards their increased sickness absence or I turned a ‘blind eye’ to poor performance and productivity, on the contrary. A good working relationship is built over time, with trust being the major factor. Another influential factor is recognising that people in your team have different attitudes and personalities, come from all walks of life and have different learning styles. Treating all staff members ‘the same’ would be simply wrong and create even more conflict.
Approachable or a door closer? Having an open door policy and being approachable can increase the level of effective communication between the staff team and management. Employees need to know who they can go to if they have a problem at work and that their concerns will be taken seriously. What can prevent or at least resolve a conflict much quicker is good listening skills, speech andvocabulary, asking and answering questions, and reflecting as a team on the situation. It is paramount that a level of transparency is present in regard to expectations of the practice, vision and values of the setting, working ethics and ethos and promoting consistency among staff in the setting. (Iram Siraj-Blatchfor). In the 1960s Dr Tuckman, an educational psychologist, developed a model to describe the way groups behave as they work together. The model identified four stages: 1. Forming 2. Storming 3. Norming 4. Performing It is the second stage - storming that conflict is more likely (people may form cliques, fight for position etc.). However, conflict is essential
“What I have learnt in terms of successfully managing conflict is that prevention is better than cure.” to the development of a successful team. If it is handled appropriately, conflict can lead to improved teamwork and clarification of ideas.
Managing conflicts with parents Early Years practitioners have an all-important role in working closely in partnership with parents and carers. This means that communication must be clear and accurate and that each parent or carer is treated with respect and consideration. Pen Green highlights that, part of practitioners’ responsibility for children’s development is a responsibility to work in partnership with parents. Failure to do this can place unnecessary pressure on the children themselves (Pound 2006).
Complaints Most of the time, this partnership runs smoothly, however, there are instances where effective communication between the parents and professional working with their children can break down, causing a conflict. This may include a parent who has expressed his/her dissatisfaction about the services that the setting provides, a complaint about a staff member or simply a parent who has been asked to settle a monthly invoice.
Emotional Interactive Either way, it is paramount that a conflict is resolved as soon as possible. Sometimes mediation is the only way of resolving conflicts, but in many cases, emotionally competent settings, coupled with effective communication skills from practitioners, can achieve a desirable outcome. To achieve this, a setting must have an effective leadership in place that recognises that, being ‘emotionally interactive’
and dealing with a sensitive situation with a high sense of empathy, will lead to a meaningful dialogue with parents and repair the relationship with them.
Resolving conflicts with external agencies It is imperative that care and education services, such as early years settings and schools, develop powerful partnerships with other services in the community: health, education, social services for example. As an early years manager I had to develop and maintain contacts with these services in order to provide any additional support to families, children and ultimately the setting.
Managing Multi –Agency Services However, sometimes such multiagency services, if not effectively delivered, can cause frustration and conflict due to a lack of communication, information sharing and not dealing with urgent cases in a timely manner. It is important is to recognise that reliance on each others’ skills and knowledge and sharing goals, visions and responsibilities can reduce a blame culture and any future conflicts. Sanders in Maynard and Thomas (2008:186ff.) emphasises the need to consider the degree of integration of multidisciplinary teams and groups as well as the professional mix and the roles individuals have within the outside teams. He calls for continuous training programmes, which will produce specifically skilled, trained and visionary leaders in these fields. Without positive leadership, working in partnership, sharing of skills and information and delivering positive outcomes for children and their families can be at best limited, at worst doomed. EYB
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EYB Feature
Seven Healthy Steps To An Uplifting Approach To Mental Health And Wellbeing The world celebrated Mental Health Awareness Day back in October this year. As an avid follower of Mind, Vanessa Cariba points out that one day is not compassionate enough towards those who suffer with mental health issues. Prevention is better than cure so I have explored the top seven important mental health issues to support your childcare business, which your team can discuss together. Let us know what other areas come to mind and we’ll gladly support or signpost you in the right direction. 014 EYB
1) Information points for Mental Health in the Workplace Organisations such as ‘Mind’ and ‘Time-to-Change’ offer insightful information on the many types of mental health issues. These organisations offer further training, which is worth considering as an invest-
ment for your team or a great CPD project for one of your managers to present at a team meeting. If you need any help you can always contact us at EYB, we will be happy to help point you in the right direction.
EYB Feature 2) EU and UK Law – What does this cover? You will be familiar with The Equality Act 2010 as part of your childcare business OFSTED auditing. The law that states employers shall act reasonably and fairly in the work place. If you delve into this law a little further you will note that the law also covers long term mental health illnesses over a year so c hildcare businesses need to also manage their approach to short-term illness. These include acute disorders such as stress, conflict management and absenteeism, which we cover in articles by Dr Margaret Simms and Jasmina Haigh.
3) What does it cost? The Sainsbury Centre for Mental Health found that businesses lose £8.4 billion a year in sickness absence. The average employee takes seven days off sick each year of which 40 per cent are for mental health problems. This adds up to 70 million lost working days a year, including one in seven directly caused by a person’s work or working conditions According to the Health and Safety Executive the costs for businesses to consider are: •Employee commitment to work •Staff performance and productivity • Accidents caused by human error •Staff turnover and intention to leave • Attendance levels • Staff recruitment and retention • Customer satisfaction • Organisational image and reputation • Potential litigation
4) Best Practices The HSE have produced an excellent guide called ‘Managing the causes of work related stress’. As we cover stress in another article, I would like to draw your attention to this guide, particularly the management standards and the indicator tool, which childcare businesses can implement into their workplace.
The guide helps employers to identify gaps between current performance and the HSE set conditions and will assist in developing solutions. For help and further support contact hello@ eybmag.com and let us know how you would like to use these frameworks from an objective point of view - we can help you get started and signpost you in the right direction.
5) EYFS - Supervision One of the requirements of OFSTED is to evidence staff supervision. Having up to date records of staff performance management as well as supervision shows your evidence. I advise that if a childcare setting chooses to use the HSE management tool any responses and discussions can begin in one to one discussions. What does this show? Well it certainly demonstrates accountability to any authorising bodies, OfSTED and other stakeholders. Moreover, it ensures you are proactively building your team by equipping them with the support they need to transit through challenging times.
6) Employee Benefit Schemes Under the HSE Act 194 your childUnder the Health and Safety at Work Act 1974 your childcare business has a duty, as far as is reasonably practicable to protect employees’ health and safety at work. There are come childcare businesses that have valuable experience with implementing performance and management procedures including grievance and disciplinary. This requirement is further supported by the COSHH Regulations, Manual Handling Regulations, First Aid at Work Regulations, DSE Regulations and The Control of Noise at Work Regulations. If you consider disciplining or dismissing employees for ill health reasons, you should consider: Employment Rights Act 1996, ‘... to adopt fair procedures before dismissing employees on grounds of sickness absence’
Employment Act 2002 (Dispute Regulations) 2004, ‘...to adopt statutory minimum dismissal, disciplinary and grievance procedures.’ Some childcare businesses buyin human resource departments, employee benefit packages, union representatives, coaches or counselors to ensure a fair and transparent process. It’s a cost to the business but certainly can be balanced against managing varying levels of personal needs of emotional and mental wellbeing in the work place.
7) ‘The Road Less Travelled’ – Scott Peck My final tip for this article has to be a recommended book or at least a visit to this author’s webpages. ‘The Road Less Travelled’ written by the psychiatrist Scott Peck shares his experience to working in the community. In early years we can translate this to working in a team. It’s an inspiring story about Peck as a child being placed into mental health care as he no longer wanted to attend boarding school and as a result his parents think of him as defiant. Later on in his travels Peck became a leading psychiatrist and his work became known through his charity. He shares through his work, that in order to build a community; trust, support and time to recover are all part of the road to recovery. Peck writes about shaping a community, which is slightly different to the recommended models in previous EYB articles. Here is Pecks approach to building a team taken from his website.
Inclusivity, commitment and consensus: Members accept and embrace each other, celebrating their individuality and transcending their differences. They commit themselves to the effort and the people involved. They make decisions and reconcile their differences through consensus.
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EYB Feature A group that can fight gracefully: Members resolve conflicts with wisdom and grace. They listen and understand, respect each other’s gifts, accept each other’s limitations, celebrate their differences, bind each other’s wounds and commit to a struggle together rather than against each other.
A group of all leaders: Members harness the “flow of leadership” to make decisions and set a course of action. It is the spirit of community itself that leads and not any single individual.
A spirit: The true spirit of community is the spirit of peace, love, wisdom and power. Members may view the source of this spirit as an outgrowth of the collective self or as the manifestation of a higher will. What if you were to consider these steps as supporting emotional wellbeing and mental health in your workplace? Emotional wellbeing and mental health is a responsibility on businesses, employers and colleagues. We all have a legal and moral responsibility to ensure the wellbeing of staff is paramount and fit for purpose for children and families served.
Realism:
A safe place:
Members bring together multiple perspectives to better understand the whole context of the situation. Decisions are more well-rounded and humble, rather than one-sided and arrogant.
Members allow others to share their vulnerability, heal themselves, and express who they truly are.
You can find out more by visiting:
A laboratory for personal disarmament:
www.time-to-change.org.uk
Contemplation:
Members experientially discover the rules for peacemaking and embrace its virtues. They feel and express compassion and respect for each other as fellow human beings.
http://www.centreformentalhealth.org.uk/pdfs/mental_ health_at_work.pdf
Members examine themselves. They are individually and collectively self-aware of the world outside themselves, the world inside themselves and the relationship between the two. 016 EYB
http://www.mind.org.uk www.mscottpeck.com
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EYB Feature
Managing Stress: Sparks Will Fly! EYB asked Dr Margaret Simms to provide an insight into managing stress, how we (readers) can identify the causes and some solutions to move to a ‘feel good place’. and adapt open, professional working relationships to build a trusted ‘healthy’ working environment. Early Years settings can be highly charged environments where strong emotions and extreme reactions are inadvertently provoked; some days are just like that, aren’t they? At one time or another most childcare and early years education professionals have felt overburdened, overwhelmed and even incapable of maintaining their highest standards because of crushing pressures that seek to drive them into the ground. Stretched to the very limits of their emotional and physical beings they are stressed - and sparks will fly!
The impact of stress on the Early Years workforce According to Brooker et al’s research into practitioners’ experiences of the Early Years Foundation Stage, ingenious practitioners have ‘found ways to manage the demands placed upon them’ (DfE, 2010, p.79). However, this is not always the case, particularly after prolonged periods of threat. Recently Nursery World reported that ‘The majority of teachers have considered leaving the profession in the last two years because of the impact their excessive workload has on their personal lives’ (Morton, 2014). Anecdotal evidence suggests that as the paperwork piles up some professionals may yearn for their charges to have a nap so that they can get it done. However, the feelings of guilt that accompany such thoughts are themselves a threat to practitioners’ wellbeing. ‘Practitioners are clear that spending time with the children is a priority. Although they accept that other duties and responsibilities are part of their role they may become dissatisfied or stressed when perceiving that they are not spending sufficient time with the children (Simms, 2010).
It’s all in the mind
‘The experience of stress is psychological’ (Eurofound, 2010) but it is not ‘all in the mind’ in an imaginary sense. It is a genuine mental and emotional state that, if not managed, can spill over into the area of physical health. It is important for childcare professionals to understand the way their minds work in relation to the antecedents of stress.
Stress is contagious Halting the ‘chameleonic’ change of stress from ‘motivating’ to ‘unhealthy’ is crucial for several reasons. Firstly, some of the symptoms of stress - moodiness, irritability, short-temperedness, agitation and depression are not pretty. Secondly, they are not conducive to enabling environments. Thirdly they are contagious and if not checked will light short fuses and choke team spirit and goodwill from the baby room to reception class.
Heeding the early warning signs Cunningly, stress has defied a universal definition but it cannot disguise its approach. ‘Procrastination, resorting to alcohol and nicotine to ‘calm the nerves’, chest pains, nausea and frequent colds’ (Heads Up, Online) are some of the signs that stress is approaching. Early Years professionals who adopt this preliminary stress control strategy - see stress coming - and heed the ‘early warning symptoms’ (The American Institute of Stress, Online) may be less susceptible to incidents of over-bearing stress further down the line.
Managing stress
Stress control
Once the preliminary stress control strategy has been implemented Early Years professionals are ready for the primary strategy; that is to control the onset of the experience of stress by identify its precursors. Commonly, work with young children invites stress: Attending to the needs of crying babies, demanding toddlers and concerned parents can be very stressful. It may be perpetuated by bureaucracy. For example, the stress hormone may be stimulated by the thought of digesting more Statutory guidance for the Early Years Foundation Stage framework (DfE, 2010), undertaking progress checks for two years old children (DfE, 2014) or assessing children’s development at the end of the Early Years Foundation Stage. Whatever the case, identifying the antecedents of stress adds bricks to a firewall that protects the Early Years workforce against the threat of exposure to excessive amounts of stress. It is imperative therefore for each practitioner to individually and corporately acknowledge the situations and circumstances that press their wrong buttons.
It is understandable that professionals in the Early Years business might begrudge taking time out to understand the warning signs and precursors of stress. However, these first steps are essential to the process of managing stress and maintaining practitioners’ own high standards in Early Years settings. It may be possible for some practitioners to eliminate stress threats by i ncreasing staff to child ratios or their resources budget, but the more likely scenario is that circumstances will not change. However, wearing stress-detector spectacles will change the professional. Once grasped, the heightened awareness of stress related issues leads the Early Years professional to be proactive in the art of self- and peer-preservation. It is with wisdom that colleagues disclose their experiences. Online communication between virtual ‘friends’ can be helpful but it pays to beware that stress is happy to isolate. It feeds on moaning and gossip. Finding an actual colleague to share stress-related issues with is absolutely vital to emotional and physical health of Early Years practitioners. Finally, sleep, a healthy diet and regular exercise are all conducive to managing stress and all are within reach for most Early Years practitioners. By cutting down on the cutting out, reaching for a banana instead of a bag of crisps and joining in the children’s outdoor play all of these are achievable and will help eliminate threats to being able control the demands of work and the resources available to cope with them.
Stress is for everyone Stress is no respecter of persons. It makes no allowances for a practitioner’s rate of pay, status, qualifications or workload. Scientists, psychologists and clinicians agree that experiencing some stress is a healthy motivator that can lead some people to ‘increase their productivity’, but being subjected too much stress or persistent stress is unhealthy for everyone (The American Institute of Stress, Online).
EYB Feature
Introducing Shared Parental Leave And Pay With effect from 1st December 2014, the Shared Parental Leave Regulations 2014 will be introduced. Is your business ready for change? Are your employees aware that a ‘pot of leave’ can be sliced and diced? Thankfully Imogen Edmunds delves into the detail. When does this new right take effect?
and introduce a Shared Parental Leave Policy.
The new right will impact births and adoptions that occur after the 5th April 2015. Employers can expect to start receiving requests from January 2015. It’s important to bear in mind that Maternity Leave, as we currently know it, will still exist and mothers will not be obliged to share their leave if they do not wish to!
So who qualifies for Shared Parental Leave and Pay?
Updating Policies We recommend employers update their Maternity Policy, Adoption Policy, Paternity Policy, 020 EYB
In introducing Shared Parental Leave, the Government has produced robust, eligibility and qualification rules. In order to qualify and be eligible for Shared Parental Leave and Pay, a mother must be entitled the following: • Either maternity or adoption leave, • Statutory maternity or adoption pay
• Maternity allowance and she must share the main responsibility for caring for the child with the child’s father or her partner. In addition, they will be required to meet the following two stage process to establish their eligibility. This two stage process covers continuity of employment and the eligibility for pay.
The Two Stages of Eligibility Stage 1 The parent seeking to take Shared Parental Leave must have worked for the same employer
EYB Feature for at least 26 weeks at the end of the 15th week before the week in which the child is due (or at the week in which an adopter was notified of having been matched with a child or adoption) and must still be employed in the first week that Shared Parental Leave is to be taken. And the other partner has to have worked for 26 weeks in the 66 weeks leading up to the due date (or week in which adopter was notified as being matched) and have earned above the maternity allowance threshold of £30 a week in 13 of the 66 weeks. Stage 2 To qualify for Shared Parental Pay, the parent must, as well as passing the continuity test, also have earned an average salary of the lower earnings limit or more (currently £111) for the 8 weeks’ prior to the 15th week before the expected week of confinement (EWC).
When can the shared leave be taken? Shared Parental Leave may be taken at any time between when a child is born or date of the placement and ends 52 weeks after that date. Leave must be taken in complete weeks and may be taken either in a continuous period (which an employer cannot refuse) or in a discontinuous period, which the employer can refuse. We think you’ll agree that it’s important that this has been included in regulations as without it, many feared as to how employers would cope with someone taking several periods of leave over the course of a 12 months period.
Notifying the employer about intentions Each parent who is ‘entitled and intending’ to take Shared Parental Leave must give their employer a written notice which must include: • When they intend to take the leave? • How much leave is available? • How much leave they are entitled to take? • How much leave the parent is intending to take? •How they expect to take it?
Discussing a notification for Shared Parental Leave with an employee Once a notification for a period of leave has been received, the employer may wish to consider: •Is the request for leave one continuous block or discontinuous blocks? •What cover will be needed for the employee’s absence? • Will a discussion with the employee be beneficial at this time? •Is any compromise to a discontinuous leave request appropriate? It’s essential to ensure that employees aren’t placed under any pressure to change their plans. Period of discontinuous leave can be refused by the employer, periods of continuous leave cannot. Evidence of communication to confirm what has been agreed will be essential, if everyone is to know where they stand. Don’t forget: • Each eligible employee can give their employer up to 3 separate notices.
• Each notice can be for a block of leave, or the notice may be for a pattern of “discontinu ous” leave involving different periods of leave. • If a parent asks for discontinuous blocks of leave in a notification the employer can refuse and require that the total weeks of leave in the notice to be taken in a single continuous block. •However, where the employee’s notification is for a continuous block of leave the employer is required to agree.
Effective Communication We believe the key to getting this right for both the employee and employer will be early and e ffective communication of intentions. The regulations allow an employee to give an employer just 8 weeks’ notice of their leave, this isn’t a great deal of time to get organised if a key member of your team is to be absent on shared parental leave. If you can identify those who are considering this you can discuss their intentions early on as it can be possible to develop a plan together.
Sources of more information about Shared Parental Leave and Pay ACAS have developed a Good Practice Guidance to Shared Parental Leave which can be downloaded from their website. They also have template letters that you can use when dealing with requests for Shared Parental Leave. EYB
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EYB Feature
Why Is Empathy Becoming A Vital Competency For Leaders? Do situations arise at work that confuse the way you relate professionally and personally with your colleagues? Tracy Seed writes about the importance of empathy for leaders. Have you ever listened to a colleague who felt upset about a problem and then felt uncomfortable about giving them feedback about their performance?
I often hear these statements from the participants that attend my leadership and management training days:
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“It’s best for us all to leave our troubles on the doorstep when we come to work” “We all have to get on with our jobs without getting involved with each other’s problems!” “I’m very careful not to become too familiar with my staff” It seems that some of the reasons leaders fear being empathic, are because they are concerned about appearing weak or getting lost in the role of counselor.
Empathic leadership means that you will consider the needs of those that will be impacted before making decisions and wherever possible, you will include people in the decision making process. This action requires skill, courage, compassion, focus and determination. Empathic leadership is not for those who want to be liked it’s for those who care, who embody empathic concern.
EYB Feature Empathic relating at work is about teamwork, partnership and collaboration. It’s the ability to step into the shoes of your staff and your customer and to understand what it is that they need. It’s about connection and rapport; to find a meeting place, to be able to relate personally with integrity and to have clarity about professional roles and objectives.
Its important for leaders to recognise this and to arrange structures that offer as much emotional and practical support as possible. Empathy is a preventative medicine and the lack of it can be instrumental in causing depression. The practice of emotional empathy is about keeping our hearts open in a world where priorities are sometimes not about the wellbeing. To give to others from a place of fullness inside of ourselves means that we must become practised at receiving empathy when we need it and at self empathy. I recommend that leaders radiate a positive energy which will attract followers, I mention this again, because it is emotional empathy that radiates and enlightens others. Adults and children light up when we connect in relationship. There are many skills and capacities that help us to achieve this, listening is absolutely essential. Here are some steps to help you think about empathy in a practical way.
1. Listen
Listening to yourself and to others is key. You will have the ability to witness your own internal dialogue and at the same time to hear what others are saying. Empathic leaders can see different viewpoints and they want to support people and they consider the impact of actions on the whole. This can sound simple, but it takes much practice, because most of us have not had this training and our own stress can get in the way!
2. Share similar experiences Normally, when someone shares a problem or difficulty with us, we respond with our own thoughts and ideas about what they have told us and maybe tell them a story of a similar experience that we have had, we give advice, sympathize with their situation, try to cheer them up or tell them to do something different. This may be useful sometimes of core, but it is not empathy.
3. Build trust
Empathic leaders consult their team about issues and development ideas, they build trust, they like to hear the truth and engage in dialogue about issues and concerns as well as celebrations. This is the best way to ensure that all views and opinions are valued and considered and where mutual respect is possible.
4. Wellbeing
Empathic leaders are authentic, they care about the wellbeing of themselves of others and of our planet.
5. Mindfulness
Practicing empathy in leadership means that you will be mindful when you hear things that trigger you into protecting yourself and/or the company. If you are triggered, you will stay in connection with your self to see your own expectations feel all that awakens in you and uncover your own needs, this will help you to know more about why you are so triggered and will help you have more clarity about what you want to communicate, without being defensive.
6. Seek clarification
To be empathic is to be able to suspend judgments and evaluations of what others offer. This means staying open, curious and flexible. Communication is important.
Clarifying the contributions of others can be managed through a dialogue, using coaching questions to help you understand what people think and want and why people do what they do!
Repeating back what they tell you, checking that you have understood what they have shared with you Staying curious about what it is that they mean and what this means to them.
We are taught to motivate people through rewards and reprimands, empathic leaders empower through trust, connection and a sense of belonging!
7. Communication model
The work of Dr Marshall Rosenberg, creator of nonviolent communication provides us with a model of communication to support empathic relating in all situations. When you practice this, you will quickly find yourself back in rapport and the empathic energy between you will become tangible.
8. Self awareness
During times of stress and challenge, old habits that are familiar to you and have been practised over time can easily return. If you feel anxious, angry or upset it is self awareness and mindful practice that will help you to see and feel what you need so that you can continue to hear others and express yourself authentically, without blame or malice.
It takes time for most of us to build strong neural pathways that will enable us to think and feel differently. When you achieve this, you will find that problems and challenges become opportunities and values like respect, inclusiveness and equality will emerge and grow. EYB
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EYB Regular
BOOK BITES
8 books to stimulate your senses
Even in a world where technology is taking over, books are an essential resource for people in business. So get inspired and put these on your Christmas list (or better yet your Amazon `wish list’ for friends and family to buy) right now.
How Children Succeed: Grit, Curiosity, and the Hidden Power of Character thrive: By Paul Tough
The story we usually tell about childhood and success is the one about intelligence: Success comes to those who score highest on tests, from preschool admissions to SATs. But in How Children Succeed, Paul Tough argues for a very different understanding of what makes a successful child.
Drawing on groundbreaking research in neuroscience, economics, and psychology, Tough shows that the qualities that matter most have less to do with IQ and more to do with character: skills like grit, curiosity, conscientiousness, and optimism. This provocative and profoundly hopeful book will not only inspire and engage listeners; it will also change our understanding of childhood itself.
Focus: The Hidden Driver of Excellence: By Daniel Goleman
In Focus, Psychologist and journalist Daniel Goleman, author of the #1 international bestseller Emotional Intelligence, offers a groundbreaking look at today's scarcest resource and the secret to high performance and fulfillment: attention. Goleman boils down attention research into a threesome: inner, other, and outer focus. Drawing on rich case studies from fields as
diverse as competitive sports, education, the arts, and business, he shows why high-achievers need all three kinds of focus, and explains how those who rely on smart practices mindfulness meditation, focused preparation and recovery, positive emotions and connections, and mental "prosthetics" that help them improve habits, add new skills, and sustain greatness - excel while others do not.
Learned Optimism: How to Change Your Mind and Your Life: By Martin E. P Seligman
You can acquire optimism and significantly improve your life! Are you an optimist or a pessimist? How often do you take on exciting new projects or celebrate your successes? Now psychologist Martin E.P. Seligman, one of the world’s experts on motivation, shows you how to chart a new approach to living with “flexible optimism.” Dr. Seligman’s principles of reasoned, flexible optimism will help you rise above pessimism and the depression that accompanies negative thoughts.
Learned Optimism shows you how to: • Attain maximum personal achievement • Boost your mood - and your immune system - with healthful thoughts • Help your children by practicing the patterns of thought that encourage optimism at an early age • Change your interior dialogue and experience the astonishing positive results
Fish!: A remarkable way to boost morale and improve results: By Stephen Lundin, Harry Paul and John Christensen
Imagine a workplace where everyone chooses to bring energy, passion and a positive attitude to the job every day. In this engrossing parable, a fictional manager has the responsibility of turning a chronically unenthusiastic and unhelpful department into an effective team.
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Seattle’s Pike Place Fish is a world famous market that is wildly successful thanks to its fun, bustling, joyful atmosphere and great customer service. By applying ingeniously simple lessons learned from thePike Place, our manager discovers how to energise and transform her workplace.
EYB Regular Who Moved My Cheese: An Amazing Way to Deal with Change in Your Work and in Your Life: By Dr Spencer Johnson
Who Moved My Cheese? is an amusing and enlightening story of four characters who live in a maze and look for cheese to nourish them and make them happy. Cheese is a metaphor for what you want to have in life - whether it is a good job, a loving relationship, money or a possession, health or spirital peace of mind. This profound book from bestselling author, Spencer Johnson, will show you how to antici-
pate change, adapt to change quickly, enjoy change and be ready to change quickly again and again. Discover the secret for yourself and learn how to deal with change, so that you suffer from less stress and enjoy more success in your work and in life. Written for all ages, this story takes less than an hour to read, but its unique insights can last for a lifetime.
The Weekly Coaching Conversation: By Brian Souza
Whether your team is in an office, on a field, in a classroom, or in your living room-have you ever felt they had more to give, but you weren’t quite sure how to get it out of them? Have you ever thought they might benefit from a coaching conversation, but you didn’t really know what to say or how to say it? Are you looking for that one new idea, that one simple strategy that will take your team’s performance-and your career-to the next level? If so, The Weekly Coaching Conversation is definitely the book for you. Every once in a
while a book like this comes along with a message so simple-yet so profound-it literally transforms people’s lives. In a story as inspiring as it is informative, bestselling author Brian Souza reveals the secrets to unleashing a person’s potential. Introducing a groundbreaking, yet easy-to-apply framework that’s backed by years of rigorous research, The Weekly Coaching Conversation gives managers, supervisors, and team leaders that playbook to turbo charge any teams’ performance.
How We Learn: The Surprising Truth About When, Where, and Why It Happens: By Benedict Carey
From an early age, it is drilled into our heads: Restlessness, distraction, and ignorance are the enemies of success. We’re told that learning is all self-discipline, that we must confine ourselves to designated study areas, turn off the music, and maintain a strict ritual if we want to ace that test, memorize that presentation, or nail that piano recital. But what if almost everything we were told about learning is wrong? And what if there was a way to achieve more with less effort?
In How We Learn, award-winning science reporter Benedict Carey sifts through decades of education research and landmark studies to uncover the truth about how our brains absorb and retain information. What he discovers is that, from the moment we are born, we are all learning quickly, efficiently, and automatically; but in our zeal to systematize the process we have ignored valuable, naturally enjoyable learning tools like forgetting, sleeping, and daydreaming.
The Silent Language of Leaders: How Body Language Can Help - or Hurt - How You Lead: By Carol Kinsey Goman Ph.D A guide for using body language to lead more effectively
Aspiring and seasoned leaders have been trained to manage their leadership communication in many important ways. And yet, all their efforts to communicate effectively can be derailed by even the smallest nonverbal gestures such as the way they sit in a business meeting, or stand at the podium at a speaking engagement. In The Silent Language of Leaders, Goman explains that personal space, physical gestures, posture, facial expressions, and eye contact
communicate louder than words and, thus, can be used strategically to helpleaders manage, motivate, lead global teams, and communicate clearly in the digital age. • Stands out as the only book to address specifically how leaders can use body language to increase their effectiveness • Goman, a respected management coach, is widely considered as the expert in body language issues in the workplace
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EYB Focus
It’s Time To Make More Time!
If you are new to early learning or even experienced I am sure you will agree that we all can do with a little more time. Nadia Ollivierre helps to shed some light on how to make more time or at least make the best of your time. As early learning practitioners, we consciously plan our children’s daily routines to ensure we are making the most of each moment in the day. If we can provide children many opportunities throughout the day, then we can find effective ways to make more time for ourselves. Whether you are in the office, classroom or a childminder setting, there are numerous ways to add minutes to your day! Paper Mountains In the office, there seems to be mountains of paper work at times, so organisation is key! The use of file folders and binders can keep information organised and easy to find when needed. They can be used for children’s files, staff files, and program information. Colour coding files will help you identify them quickly and are a great visual cue. Coloured files can be used to sort age groups, staff roles, emergency information, or special parent instructions. Labeling and categorising similar information 026 EYB
will make it easier to locate later. There is nothing worse then having to look for information in several different places before gathering what you need. Simplify! Reduce the amount of paper you collect by making charts or checklists that include various related categories. Planned Observations In the classroom, we are scheduled for every minute of programming. Plan your documentation; ensure you know what child you will observe, where you will complete the observation and how you will jot the observation down. This saves you scrambling for a piece of paper and trying to determine how you will use the observation in your assessment. Sticky Notes! Having sticky notes handy will help you save important information at short notice. These notes can be written quickly and can be stuck out of reach for later reflection. Instead of always brainstorming new ideas for setting up your classroom let the children do the work! Give children the opportunity to vote on the props they want to see in the dramatic centre, or the materials they want to use in the art area. Creating a graph of the voting
results is a great way to incorporate math too! Go portable In a childminder setting, we are often looking for places to display information. With the use of a portable display board, you can post important program related information during your operational hours, and quickly store it away after hours. Wouldn’t it be nice not to search various documents to show new families the dynamics of your childcare program? Pre-plan your daily menu! By planning your meal plan it will eliminate standing in front of the fridge or cupboard saying, “What should we have for lunch today?” Soliciting the support of a dietitian or a national food guide can also help ensure each meal is well balanced. As early learning practitioners our common goal is the well being of children. Network with other professionals and find out what works for them, gain new ideas, and get creative. Every second counts, so make the most of your day by finding efficient ways to manage your time.
EYB Focus
What Does Your Body Language Communicate? A plethora of books on ‘body language’ exist for the studiously inclined, but light-hearted articles and reflective accounts of personal experience are equally valuable. Dr Margaret Simms shares her route to discovering what your body is saying.
Body language alignment Body language is one of the strongest forms of communication in all creation. Young children and animals appear to have mastered the art of using body language to full effect. This ability is not lost with the acquisition of language. However, by the time we reach adulthood many of us are considerably less able to truthfully align the non-verbal and verbal messages we send to others. It takes a seriously reflective and honest practitioner to identify and rectify their own areas of ambiguity. Early Years practitioners have an advantage over other adults who do not work with children as they are surrounded all day long by expert little body language communicators. Understanding effect Little Josh understands the effects of body language. He was learning through playing in the mud kitchen. EYP Susie praised him, but with a scowling face and a body bent over Josh with arms folded (perhaps because she was still reeling from an altercation with a colleague a moment ago). Rather than being delighted by Susie’s commendation Josh was upset by her seemingly aggressive stance. Susie thought Josh was being silly and sent him to wash his hands and read a book. Susie did not understand the effect
of her body language on Josh. Observation, assessment and reflection By observing colleagues in their own Early Years settings, practitioners can learn to decipher coded body language messages. Believe me this is a much easier option than doing it my way. In 1993 I had the dubious privilege of being part of a Rogerian Small group. I wrote this in my reflective report: ‘The group enabled, probably forced, me to continually appraise my thoughts, words, facial expressions and body language. It was like looking into a magnifying mirror that enlarges every blemish and being faced with the reality of imperfection. I took a while to realise that this was a distorted image and that I could accept the parts I liked better than the original and reject the parts I did not want. In that way I could modify and remain satisfied with my self-image.’ It would be unkind of me to recommend participation in a Rogerian group, your setting will suffice! Posture Look out for posture. Particularly that of the one-hand-on-hip-otherarm-flopped-down-by-the-side-bentknee-foot-out-can’t-be-bothered-
yeah, yeah communicator. What message is being sent and received here? What about the one where the practitioner’s head is turned away from you as you speak? Is he or she paying any attention whatsoever to your instructions? If this is you try to stand straight, make eye contact, mirror the other person’s body language intentionally and reflect on what happened. My space Consider physical proximity? By seeing how colleagues respond to their personal space being encroached upon you can learn how to modify your own behaviour when the space invader approaches. Verbally communicating the words ‘Hold it right there’ with the palm of one hand flat against the face of the unwitting offender may be unambiguous, but in all fairness it might be better to quietly demonstrate your preferred safe distance. Awareness is the key By being conscious of how you communicate through body language you are able to make any necessary adjustments. Awareness of your own body language is the key to enjoying more effective communication at all levels. Give it a go and see what happens. EYB 027
EYB Focus
Exploring Emotional Intelligence If IQ measures your intelligence then what is EQ and is it important to childcare business leaders? - Apparently so. EQ isn’t just a “new piece of jargon designed to sell a few books”as Jacqui Burke lifts the lid on why a degree of EQ is critical to business leadership. • Wishing to attract, retain and motivate really good people • Relying on people’s ability and willingness to constantly accept and embrace change • The breakdown in respect for traditional authority, particularly amongst younger people, means that people can only be led if they wish to follow • The increasing diversification of our workforce, with a blend of people from different cultures and different ages, presents cultural challenges.
Growing your EQ What is Emotional Intelligence? The phrase Emotional Intelligence has been used by several writers and researchers in recent years, in particular, Daniel Goleman (1) who defines the five key elements that make up EQ: • Self awareness – our ability to recognise our moods and emotions and how they affect others. • Self regulation – our ability to control our moods and think before acting.
Recognising EQ 1. Consider a few public figures from the world of politics, sport, entertainment etc... • How emotionally intelligent are they? • What is it about their behaviour that supports your view? 2. Next consider managers and leaders that you work with and ask yourself the same questions. 3. Finally take a step towards growing your own self awareness by asking the same questions about yourself. 028 EYB
• Motivation – a passion to work and to pursue goals with energy and persistence for reasons that go beyond money or status. • Empathy – our ability to understand the emotional make-up of others and to treat them according to their needs. • Social skills – proficiency in managing relationships by finding common ground and building rapport.
Does EQ matter more than IQ? Research has found that as we take on more of a leadership role, our intellect (IQ) and cognitive abilities (e.g. analytical skills, technical skills) become less critical, whilst our ability to read and manage situations and relationships becomes more critical. These “softer” skills are no longer just “nice to haves” but are essential to the job because increasingly business leaders are faced with challenges such as: • Needing to improve people’s ability to work effectively in teams
Growing EQ isn’t a quick fix. It can’t be taught on a course - it relies on experiential learning - “practice and feedback” (1), developing new habits and patterns of behaviour. Some practical steps that you can take to help you include: • Seeing ourselves as others see us is hard. Consider tools such as 360 degree feedback or psychometric assessments, or just asking someone you respect for some honest feedback. • Identify a role model who has high EQ. Watch how they handle situations. Perhaps invite them to act as your mentor. Mimic their behaviour. • Get a coach who will individually tailor their support, and encourage practice and reflection. Whether you chose to find support or to grow your own EQ through practice and feedback, there is nothing to stop the motivated leader from becoming emotionally intelligent and reaping the rewards gained from more positive working relationships. Ref (1) What makes a leader? by Daniel Goleman (published by Harvard Business Review Nov/Dec 1998)
EYB Regular
EVENTS
DECEMBER 2014 - FEBRUARY 2015 5th December 2014 10.00am to 1.00pm The Anthologist, 58 Gresham St, London EC2V
MORNING BUSINESS NETWORKING
Join us for networking and a relaxing morning. Bring your business cards and energy with you as this event is an informal way to introduce yourself and make long lasting contacts. The event includes: • An opportunity to network •To learn networking skills • To learn what others are doing in a relaxed environment • To build or retain old connections
PRICE: FREE MORE INFORMATION:
http://heptagonevents.com/ events/morning-businessnetworking-9/
This interactive course will bring alive the possibilities and challenges of keeping up with two year olds! There is exploration of the needs of two-year-olds and amazing transformations which take place and the importance of high quality interactions. Parent’s perspective will be highlighted and the way which practitioners engage with families in a positive and manageable way. Speaker: Kay Mathieson The full day course includes: • Early brain development and neuroscience perspective • Understanding how twos are learning about the world • A two year old perspective on relationships • Why pretend and role play are so important for our twos • The adults at home and in the setting - how to work more closely together
PRICE: Members £170.00, Non-Members £215.00 MORE INFORMATION: https://www.early-education.org.uk/i-am-two-working-effectively-two-yearolds-and-their-families-2
15th December 2014 9.30am to 3.30pm Edinburgh Conference & Training Venue
13th January 2015 - 9.30am to 12.30pm CBIS Hertfordshire - Holywell Community Centre, Chaffinch Lane, Watford, Herts WD18
I AM TWO! EARLY YEARS WORKING FINANCE EFFECTIVELY WITH TRAINING TWO YEAR OLDS This event is for AND THEIR Managers/Owners, FAMILIES Committee Chairs and
Treasurers. If you want to
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get to grips with exactly what is happening in your setting, this course is for you. Course overview questions: •Do you understand what is happening financially in your setting? •Do you have financial concerns about your
MORE INFORMATION: http://cbishertfordshire. co.uk/ai1ec_event/earlyyears-finance-training3/?instance_id=209
27th January/24th February/17th March 20159.30am to 4.00pmBristol BS32 (5 minutes from M4/M5 intersection and Bristol Parkway rail station)
CHILDCARE BUSINESS ADVISORS PROGRAMME setting but don’t know what to do about it? • Do you have easy to understand financial systems in place? • Do you think finance is purely for the Treasurer to sort through? Aims and Objectives: • Introduce a simple, easy to use and understand financial system for your setting • Develop your confidence when dealing with financial information and to put you in control in your setting • Develop and understand what financial systems are necessary • Practice techniques for planning and reviewing figures • Understand how financial management is key to everything that happens in your setting • Develop a plan to introduce effective financial planning in your setting
PRICE: FREE
The Childcare Business Advisors Programme is a Level 5 qualification in business support and accredited by Chartered Management Institute, aimed at those who provide business support, advice and consultancy in the Early Years and Childcare sector. This programme gives key skills and knowledge to improve business performance within Early Years and Childcare. Participants will learn the following: • Factors that drive the success of childcare businesses •The evolving role of business support in early years and childcare •The business support cycle, business, financial and marketing planning •Sources of funding and support • Communicating and influencing skills • Building information and resources to support settings
PRICE: £995 + VAT/Premier £1145 + VAT MORE INFORMATION: http://flourishingpeople.
EYB Regular co.uk/wp-content/uploads/2014/07/CBAP-brochure-Bristol-Spring-2015. pdf
27th January 2015 - 1.00pm to 4.00pm 6 Broad Street Place, Blomfield Street, EC2M 7JH - hosted by Glenn Price FREE
EXECUTIVE BREAKFAST WORKSHOP
A bespoke course for ‘Vision to Results’ is a strategy execution framework which outlines ten leadership activities that are most critical in ensuring leaders give themselves the best possible shot at achieving results.Developed by rogenSi following extensive research into what makes a successful strategy execution, it has been quoted one of the best frameworks today. This session will enable you to: • Uncover where leaders should be spending their
28th January 2015 10.00am to 8.30pm University of Greenwich, 15 Vista Park, London SE10 9LZ
HR 2025: IMAGINING THE FUTURE OF HR
‘The University of Greenwich Faculty of Business is hosting a one-day conference on the theme of Imagining the Future of HR. The conference aims to bring together current academic research on HRM, with the latest developments in HR practice. Discussions will look at the changing nature and future HR and what the future of HR might look like. The course is for individuals interested in exploring latest research in the field of Human Resource Management including: • Academics in the field of HR • PhD students • HR practitioners
PRICE: FREE MORE INFORMATION:
http://www.eventbrite. co.uk/e/executive-breakfastworkshop-vision-to-resultstickets-13225075557?aff=es2 &rank=181
PRICE: FREE MORE INFORMATION:
http://www.digitalgreenwich.com/being-innovativeeffective-marketing-on-asmall-budget/
5th February 2015 9.30am to 4.30pm 6 Mitre Passage, London SE10 0ER
BEING INNOVATIVE: EFFECTIVE MARKETING ON A SMALL BUDGET
Small businesses can now create the presence of a big business on a small budget. This workshop will help you to devise an effective and affordable marketing campaign which adds value through brand recognition
The Nursery World Show 2015 brings together experts speakers and suppliers. Delegates can sign up for seminars covering topics such as Ofsted inspections, nutrition in nursery, outdoor play, inclusion, the progress check at two years old and treasure baskets. There will also be a masterclass run on each of the two days. Friday’s masterclass on ‘Meeting the emotional learning needs of two-year-olds will be led by Julia-Manning Morton, Penny Tassoni and Alice Sharp. Speakers at Saturday’s masterclass on ‘How children learn’ include Ferre Laevers and Jan Dubiel. PRICE: entry to the show is FREE - Seminars cost £15+VAT each before 5th December 2014 (Early Bird Rate) and £18+VAT thereafter. Early Bird Rate for tickets to Friday’s masterclass are £99+VAT and £125+VAT for Saturday’s masterclass
MORE INFORMATION:
http://www.nurseryworld. co.uk/nursery-world/ event/1147294/nurseryworld-2015
PRICE: £50.00 early bird discount £40 (book by 24th Dec 2014) MORE INFORMATION:
http://www2.gre.ac.uk/ about/faculty/business/ services/events/events/current/hr-2025-imagining-thefuture-of-hr
time and effort • Articulate your vision and strategy in a powerful and meaningful way • Capture the baseline leadership activities that drive execution • Understand how to make accountability work within your team
and sales. Matt Housden has over 25 years in marketing and worked with companies tuch as RBS, FedEx, Orange, Fiat, Barclaycard, Swiss Reinsurance and Microsoft and shares his experience in the field of marketing to demonstrate fresh innovative marketing tools to grow business on a small budget. The outcomes of the course: •Be able to create innovative marketing strategies for your business using cost effective techniques •Make informed judgements on how, when and why to use digital tools for highly targeted marketing communications
20th to 22nd February 2014 - 10.00am to 5.30pm ExCeL London 6th and 7th February 2015 - 9.00am to 4.30pm Business Design Centre, London, N1
NURSERY WORLD SHOW 2015
This must attend event is for all those in early years community including nursery owners/managers, Early Years Professionals, Special Needs Co-ordinators, Nursery Chain Executives, School Headteachers/ Deputy Headteachers, Local Authority Early Years Advisors/Head of Early Years and Early Years Teams, Health Professionals, Childminders, Nannies and Childcarers.
THE BABY SHOW
The Baby Show is the UK’s biggest pregnancy and parenting event. As well as providing a superb familyfriendly shopping experience, you can compare 1000’s of products from 100’s of trusted brands and benefit from exclusive offers. The show gives a unique opportunity to hear from a selection of leading baby and childcare experts. PRICE: £20.00
MORE INFORMATION:
http://www.thebabyshow. co.uk/
EYB 031
EYB Focus
CREATING TEAM VALUES
Leadership
Tools For Childcare Business Leadership
Building values support staff relations, team meetings and performance reviews. Many leadership theories support that as an individual takes on a task that is of value to them personally, their level of motivation increases (Expectancy-Value Theory).
Activity Step 1 - Together (or on your own) make a list of the values that matter most. Step 2 - Define what makes each of these values important and what actions support your decision. Step 3 - Then for a period of time ask each team member to focus on three of the chosen values and journal their actions each week to support those values. You may find you end up with some fantastic journals, which can feed into the direction of your business. Or you may find a lack of motivation to complete the task, which may flag areas for more attention.
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EYB
EYB Focus Question:
- Achievement - Accountability - Advancement and promotion - Challenging problems - Change and variety - Close relationships - Community - Competence - Cooperation - Creativity - Decisiveness - Effectiveness - Efficiency - Ethical practice - Excellence - Expertise - Financial gain - Freedom - Friendships - Growth - Having a family - Helping other people - Helping society - Honesty - Independence - Influencing others - Inner harmony - Integrity - Intellectual status - Involvement
- Job tranquility - Knowledge - Leadership - Location - Loyalty - Meaningful work - Merit - Money - Nature - Order - Personal Development - Physical Challenge - Power and authority - Public Service - Quality relationships - Recognition - Religion - Reputation - Responsibility - Security - Self-respect - Stability - Status - Time freedom - Truth - Wisdom - Work under pressure - Work with others - Working alone
Leadership
What do I value the most as a person and at work? From this list of values (both work and personal), select the ten that are important to you – as guides for how you think and behave. Feel free to add any values of your own to this list.
Reflections • How did your team react to the task? • Were the results of team values similar to your business values? • What will you do next with the team and individual journals?
EYB 033
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JOB VACANCIES Childcare Professionals Full Time Wanstead, London, E11
Little Bear’s Daycare Group is a growing chain of children’s daycare nurseries and out-of-school clubs. Little Bear’s provides childcare within its three nurseries and two out-ofschool clubs. We are looking to recruit experienced staff. Little Bear’s Nursery is based in Wanstead (E11) and offers full-time, high quality daycare for children aged 3-months to 5-years. Due to planned expansion, we are looking to recruit an experienced full-time room leader for our 2–3 year old room. We also require experienced practitioners for each of the four age groups, in both of our Wanstead and East Village settings. Our settings all operate to the highest standards ensuring the children in our care are safe and secure; receive a wide range of activities; enjoy an environment where the children’s needs and interests are both supported and promoted. Dependent upon the role, we are looking for individuals who have: • NVQ Level 3 and above qualification in Child Care with a minimum of 2-years’ experience; we would welcome applications from candidates with Teaching qualification and/or EYP Status; • excellent communication skills with children, staff and parents; • an eye for detail, able to assist the Manager and/or out-of-school clubs in ensuring all company policies are maintained and updated where appropriate; • the capability to assist in the effective daily management of the nursery and/or out-of-school clubs in accordance with all relevant legislation and company policy; • a good working knowledge of EYFS and have experience of conducting 2-year old assessments; • a clear understanding of all relevant safeguarding and Health and Safety legislation; and, • experience of team leadership and motivation. Requirements: Salary will be commensurate with role and experience. If you match this description, please do give us a call on 020 8530 7541 or email lucy@littlebearsnursery.co.uk
Early Years & Childcare Recruitment Resourcer Full Time Freelance Greater London/ Surrey
Early Years Chef Full Time Greater London
WE ARE GROWING! Do you have experience/ knowledge of the early years sector? A fantastic opportunity to join our fun & friendly team! Sourcing suitable applicants through job advertisements, job boards, social media, referrals, website and the in house database.
Do you have a passion for cooking fresh, nutritional meals and snacks for children? Are you looking for an early years role in Greater London or surrounding areas?
Providing a shortlist of applicants for live jobs that match clients requirements and most importantly, making sure that early years have more top-quality staff, to drive up standards. Benefit from our outstanding commission scheme, with the opportunity to work in the comfort of your own home and with the flexibility to work as many hours as deemed necessary to succeed! Good career development opportunities & training available. Do you have good communication skills? (both written & spoken) Good organisational, IT & administrative skills? Please forward your CV or contact us for further information JOB REFERENCE: WC/EYBJ/RR/10/2014 To apply for this job email your details to info@wisechildcare.co.uk
This is an exciting and challenging role, to be ‘the heart’ of the nursery, which entails: • Planning & implementing seasonal menu’s • Responsibility for ordering & sourcing local suppliers • Budget management • Food safety management • Supporting ‘change 4 life’/ ‘School Food Trust’ incentives • Level 2 Award in Food Hygiene & Safety Good career development opportunities & training available. An enhanced DBS (previously CRB) and references will be required. Please forward your CV or contact us for further information JOB REFERENCE: WC/EYBJ/RR/10/2014 To apply for this job email your details to info@wisechildcare.co.u EYB 035
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