First impressions

First impressions are definitely important. Sometimes later experience causes us to revise our assessment of a person or organisation but not always.  That’s why getting off on the right foot is a key part of building reputation, trust, and custom.

You’ll probably know that I support the values and work of much of  the public sector. It’s not perfect, there are many faces to it, but my default position is that without it our whole society and economy would be infinitely poorer. So it’s disappointing that to illustrate my point I’m having to draw on very recent bad experience with a local council. The lesson is applicable everywhere, private, public, voluntary sectors, but the example is from the public.

For nearly all of our organisations efficiency and effectiveness are critical to our success. Making best use of resources to achieve our goasls.  Whatever line of work we’re in – education, health, decorating, boatbuilding – we have a desire to do it to create maximum impact and that’s built on using what we have appropriately. In a commercial world it may be the shareholders who hold us to account, in a public organisation it should be citizens.

Last week my friend went to look at a Planning Application at her local council. We went to the main reception in the Guildhall. This is a local authority that is closing schools, cutting jobs and services, and which is the object of significant local anger.  Our first sight of reception was four people sat behind the counter talking together. Two had their arms folded.  About two yards further along the desk was a lady who was actually working at a computer screen.

The four swivelled our way, not immediately but quickly, and we explained what we wanted. “You’ll need to ask there” was the reply, along with an indication towards the colleague at the screen.  Again we asked. “Planning is at our other building”.  
Four further questions came to mind:

• Why were there so many staff when there were no other members of the public needing help?
• Why were they not getting on with other work if reception was so quiet?
• Why did they refer us to another colleague when they would have known the answer themselves (planning had been at the other location for over a year)?
• What on earth was the Management and Leadership of the council thinking about in allowing such a situation to occur at such a sensitive time?

Sorry if this has been a bit of a rant. My impression of the council? My assessment of its reputation? You can guess.

How would people assess their first impression of your organisation? Is it appropriate to your circumstances, values, and goals? Consider asking “strangers” to test and taste your public face. Make sure that first impression is a positive and lasting one.

Posted on: 6th March 2011 in

We want an inspiring Head who can lead with vision and raise standards, say schools

The identikit of a desirable headteacher is one who is an inspirational and visionary leader, and with the ability to improve a school’s standards.

That’s the finding of a study into what are the characteristics and attributes schools looked for in a new headteacher, and what the priorities for the job are.

Nearly two-thirds (63%) of ads identified Leadership Skills, slightly more than Inspirational ones (60%). Just over half (51%) wanted heads to focus on school improvement, and 46% said they were looking for someone with Vision.

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