to ‘lead up’ as well as ‘lead- down’. So I engaged with politicians to help me make a difference. I sent emails to CEOs of big organisations in and around the City and made it a priority to improve


understanding of the wider world as well as


deeper local knowledge of the issues and people in the local community. I believe in the power of professional networking and became a founder member of the National Association of Nursery Centres and Early Years Services. Locally, I became an activist in the Hillfields Development Group and in WATCH (Working Actively To Change Hillfields). Through those groups I met more business and community leaders as well as academics


gaining a my “


the key leaders in Coventry


Raising the profile of w Hillfield’s


ork with all as learners.


from the local University. I was delighted when a group of Hillfield’s parents attended a science workshop in a laboratory at the University. It was the first time parents had been inside


University and could see it as a place where they


children could aspire to attend


My philosophy is that we cannot lead change without the support of others, networking is not about selling yourself, it is about selling a vision and gaining support from others to make things happen. This idea has underpinned my work since leaving Hillfields, bringing


from Early Excellence Centres after identifying from National Evaluations the challenges that leaders faced when attempting


together leaders and their the


to develop integrated working. I recognised that leaders needed to be able to


enhance skills and develop professional confidence. A support that is personalised for- and-by the leader. Enabling mentor meetings where leaders can have a real open and honest conversation that focuses on the individual leader’s hopes, fears and challenges. Mentoring is not about what you can read, or answering questions, it’s about what you believe in. What I would call ‘theory with credibility’.


“ “


For me it is important that all leaders can clearly articulate the philosophy of the Centre’s work and vision. It is the role


mentoring to


together and to find shared solutions to common problems. I also saw the value in offering one-to-one


talk


I believe in the


professional networking


power of


of the Centre leader to aid and support every person working there, and help them understand the vision, and adopt common values. Good induction processes are key to effective working and success of services offered for families. Teams must have a shared expectation that parents will be meaningfully involved too. A community development approach is vital; allowing parents to progress to become session helpers, and eventually become workers supporting other parents. Teams must work together and become partners as they seek to find shared solutions to the challenges that evolve from new ways of working.


It is about a mature, looser form of leadership; smart


overpowering. but never


I believe strongly that as leaders for children’s services, it is important to ‘lead up’ as well as ‘lead-down


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