I believe that 'most things are possible' in an early years setting, given a few vital ingredients.
A shared view of what the future should be, developed into a realistic plan showing how to make this reality. Without clarity of thought, an organisation is likely to waste energy on irrelevant projects that diminish morale as their irrelevance is recognised. Relevant projects extend thinking and lead towards the next initiative.
A strong, highly motivated team, committed to working towards a common goal. Such teams take time to establish since each member must develop confidence and trust in the rest of the team. In turn, the leader allows individuals to be creative, avoiding too much control or pressure.
Demonstrating, coaching and mentoring are important steps in developing the ability of team members to be pro-active.
A positive ethos grows from a caring regime. Consistent responses, humour and care help everyone feel safe to take measured risks. Achievements are celebrated, milestones noted and encouragement to stretch beyond old experience given. Lack of success provides a prompt for review, not a 'failure' borne by individuals.
Flexibility - not the kind that results in frequent, uncharted changes of direction, but flexibility that comes from reviewing progress and recognising that the strategy needs changing.
A willingness to consider unusual or unconventional ways of achieving goals. This is particularly relevant to financial goals, where seeking funding streams and ensuring that monies have the most impact on key priorities can lead to levels of risk that worry the finance officer!
Binding these ingredients together is a positive desire to create a special place full of fun and affection, staffed with people striving to do their best - making 'most things possible' for adults and children and their families.
