Joined a web meeting in which a representative from Panopto demonstrated their lecture capture system as this is another area of interest for us currently. I already have some experience with Panopto from a pilot programme at Northumbria University a few years ago.
Using pretty much any standard webcam, Panopto can record lectures or workshops and the recording can be combined with a presentation in a web-based video editor. It can also be used for recording someone in front of their computer, much like the tool in the content editor of Canvas. Videos are stored on a private YouTube style repository which could potentially replace our existing media library, and video feeds can be live casted which is also something we use our media library for. One feature I don’t recall from my prior experience is the ability for students to add their own notes at specific time stamps which I like the idea of, and there is what was claimed to be a universal search function for any word or phrase spoken or shown on screen. I wonder if that has been tested with the unique range of accents we have in these parts.
It’s the half way point in the Leading from the Middle course, and as part of a research project being conducted by two of the course tutors I was asked if I would create a visual depiction of what it means to be a middle manager now that I am half way in – a repeat of an exercise we were tasked with during the third session on context and culture. The first was a group exercise, but this time the artwork is all mine, for which I offer my humblest apologies.
I’m sure my artwork needs no interpretation, but I’ll give you one anyway. I have tried to call back to the scenes, images and ideas of the first image, so you can see the setting of rolling hills and wild countryside has been repeated, and on the far left is the palm tree and little island paradise from the first image, representing that we have now well and truly left it behind on our journey to success! There is, however, one person left alone floating in a pool of their own contentment, as there always seems to be someone who just doesn’t want to leave their comfort zone and join in the adventure.
That’s me in the middle, armed with a sword and shield of confidence, leading my team who are now on a coach as I’ve found the coaching sessions of the course to be particularly enlightening. The sun represents the course itself and the team who are teaching us, casting their rays of illuminating knowledge upon us. We venture forth to face the big scary dragon of external pressures on the university. If you’re reading something into this like the dragon being a metaphor for the horrid Tory government and their insane drive to marketisation, well… that’s just your interpretation!
This was the first of two days covering the topics of strategic leadership, and culture and context, with today’s session also having a distinctive theme of reflection running through it. This started with a pre-sessional task to complete a short template document reflecting on an issue of leadership which you had faced at the university, this was then used as a basis for discussion in a group task on the day. I chose the integration of the Turnitin LTI into our VLE, a project which had stalled at the point at which I joined the university, but picked up and drove through to completion. The template we were asked to fill in was very helpful for getting me to think about this issue as a problem of leadership, rather than something technical to be overcome.
The first photo attached to this post shows the result of our morning group exercise, to create a visual depiction of what it means to us to be a middle manager. As a group effort there are various things going on in our drawing; to the bottom left is a comfortable paradise which we are shown to be leaving on our journey to become leaders, the kind that can conquer wild dire wolves. In the middle is someone on a boat, caught in a storm and frantically bailing out water which symbolises the pressures we can be put under, and for some reason there are a couple of people having a birthday party on the beach, celebrating success I think.
One part of this session that I particularly enjoyed was learning about different management styles, the various management theories that have come and gone over the past century or so, and talking about the differences between managing and leading, and how leading can inspire a team and be used to build people up, something we’ll be returning to during the sessions on coaching later in the year. As an aside, I also learned that the origin of ‘leadership’ comes from the Anglo-Saxon word ‘laedhere’ meaning guide, and the oldest known written record of this comes from Bede’s ‘Ecclesiastical History of the English People’ written in Monkwearmouth!
In the afternoon we turned to culture, values and contexts, with topics including the intersections between personal and corporate values, how cultures are defined or formed organically in organisations and the difficulties they face if they wish to change their culture, and how cultures and values can change or be forced to change as the result of external pressures such as, in an HEI context, governmental drive for a return on investment and increasing marketisation, and the changing perceptions, values and desires of students.
The day ended with a discussion on why and how to seek feedback on yourself as a manager and leader. One of the techniques introduced to us was the Johari Window – a concept which defines four aspects, or windows, to knowing ourselves. In the first window, or room, there is that which is public and which we also know about ourselves; secondly, there is that which is public but which we don’t know about ourselves, our blind spot; thirdly there is that which is known to us but no-one else, our private space; and finally the mysterious window of things about ourselves which are not consciously known to either ourselves or anyone else. An exercise we were given to shed light into the blind spot window was a list of adjectives which you give to trusted colleagues and ask them to pick the seven words they think best describe you. I used this technique after the session, giving the list to all of my team and another half dozen people I work closely with, and then collected the responses anonymously. Those responses were then collated to produce the rather re-assuring Wordle above.
The final image for this post is a photo of a disconcertingly simple chart that was drawn during the session showing how managers spend their time, with less time ‘doing’ and more time managing or leading the higher up you go. This has resonated and stuck with me because it helps to make sense of some of the tensions I’ve had in my new role as I am no longer able to spend as much time as I would like doing content creation style work and customer support. How to resolve this tension? Time, experience and this course is helping. It’s helped to define and demonstrate the value and need for my role which is making me more comfortable leading my team and in doing the kind of work that now takes up more of my time. Another option for me, looking a little further ahead, is to cross the line into academia proper, a minor career realignment that I’ve seen many people in my position doing.