2) A vision that has been written by a few and adopted by the few that wrote it. It's understood by no-one.
3) A mission that is known by a select group who when questioned, don't know it. The school are certainly none the wiser. It's a mission that impresses from the outside looking in but is meaningless to the inside ones looking out.
4) Values that have been created because they make a fancy acronym. They are created and known by a select committee who are proud of their work but mean nothing to any of them. In fact, they caused the most argument as the chiefs vied to edge in their word to sit on the lanyard.
5) There is no collaboration, you ignore your staff and you tell them what the culture will be. You hit them with a fancy ppt that has the new school logo on it...that you didn't inform the staff about.
6) Microscripting the new culture is tiresome. Instead you let everyone figure it out for themselves. You then hold them to account for not aligning themselves to your 'very clear culture.'
7) Implementation of your master plan contains no thought. You throw it out all at once and your staff and pupils will digest it and then live it. Things shall change overnight.
8) Communication of your master plan happens several weeks after you have launched it. It's mentioned in the end of term newsletter.
9) You revisit your master plan, with cup of tea and chocolate hobnob to reflect on your fine work and ponder your curriculum. You think about making it slightly more creative. You get the Ofsted hat on.
10) You gather together the very best pupils you have for some student voice. You offer them a sandwich. In exchange you ask them directed questions that boost your ego. You steer clear of any questions about vision, mission and values because that's for the adults anyway.
