Flourishing Leaders – Thriving in the Middle (Auckland)

Choose from one of the following:

Andrew Fuller :Teaming- Sustaining High Performing Teams

Effective schools rely on high performing teams. This equips schools to apply the CARE model- connect, ask & access strengths, reassure and empower. Includes connecting with purpose and authenticity, mapping and utilising the strengths of team members, identifying languages of recognition, managing differences, consolidating the team to create effective change, marketing key messages and sustainability.

Paul Tupou-Vea: Thriving in the Middle: Practical advice for Middle Leaders

A workshop focused on staff wellbeing, focusing on middle leaders in particular. Receive practical advice to stay resilient as you often face the storm on all fronts. You will be introduced to a trauma-informed, systems-aware model for teacher wellbeing.

Shirley Pastiroff: Managing in the Middle

The role of a middle manager requires skill in self-management as well as skills in listening to and guiding others. By the time someone reaches middle management, they usually  have the skills and experience to guide, mentor or manage others in situations that simply require greater levels of experience and expertise. The greatest challenge for middle managers is when emotions are heightened, and stress is high, as that requires a different set of skills – often skills they may not have been exposed to or been given adequate training in. 

This seminar would address two areas:

1. When the manager themselves is finding the situation stressful and needs to self-regulate in order to engage effectively. 
2. When the person being managed or supported is finding the situation triggering and the manager needs to hold the space skillfully,  in order to be able to be effective.  

Often both challenges happen in the same interaction so managers, at whatever level, need to become as comfortable as possible moving between self-regulation and other-regulation with ease. 

This seminar would offer a brief outline of what is happening in the brain during these interactions and  two very practical and effective techniques managers can take away and use immediately. 

Julia Wikeepa: Breathing Through Stress: The Hā Approach to Workplace Well-being 

Julia Wikeepa is passionate about facilitating Hauora workshops that incorporate the Hā (breath) and integrates an Indigenous & Western approach to well-being. She has experience facilitating workshops in schools, retreats, social organisations, and businesses.

Through lived experiences of anxiety, social anxiety, a public speaking phobia, eating disorders, and substance abuse, Julia set out to find techniques to transform her life. After 13+ years in the area of personal development and obtaining a double major in Psychology and Human Resource Management, she has learnt cutting edge techniques from professionals around the world that have helped transform her life. Now she’s on a mission to help others do the same.

Choose from one of the following:

Andrew Fuller: Curating Student Experience

This presentation discusses two of the major aims of school- increasing academic potential and developing a sense of positive identity in young people. We review the research on the key cognitive, emotional, social, and developmental milestones that need to be developed as a priority in each stage backwards from graduation to school entry.

Schools and communities can then map and curate the journey of development they provide their students, discuss why different strategies are needed at specific developmental stages and to review their current practices

Paul Tupou-Vea: Culturally responsive practice and wellbeing

Supporting Maori and Pacific ākonga to be well and do well.

Shirley Pastiroff: Managing in the Middle (repeat)

The role of a middle manager requires skill in self-management as well as skills in listening to and guiding others. By the time someone reaches middle management, they usually  have the skills and experience to guide, mentor or manage others in situations that simply require greater levels of experience and expertise. The greatest challenge for middle managers is when emotions are heightened, and stress is high, as that requires a different set of skills – often skills they may not have been exposed to or been given adequate training in. 

This seminar would address two areas:

1. When the manager themselves is finding the situation stressful and needs to self-regulate in order to engage effectively. 
2. When the person being managed or supported is finding the situation triggering and the manager needs to hold the space skillfully,  in order to be able to be effective.  

Often both challenges happen in the same interaction so managers, at whatever level, need to become as comfortable as possible moving between self-regulation and other-regulation with ease. 

This seminar would offer a brief outline of what is happening in the brain during these interactions and  two very practical and effective techniques managers can take away and use immediately.