The Power of Community
How we interact with each other and indeed, who we interact with and when we interact with people are critical to the creation of healthy, empowering relationships.
About David Ivers
David Ivers is from Sydney, Australia. He is a qualified Primary and Secondary School Teacher. In total, he has served on school leadership teams for 16 years in senior leadership roles which include: Religious Education Coordinator, Curriculum Coordinator, and Leader of Pedagogy. He is currently a System Leader with Sydney Catholic Schools (Sydney, Australia), where he serves as Specialist: Religious Leadership. With studies in Anthropology / Sociology, Curriculum, Online Learning and Teaching, Information Communications Technology, Religious Education and Theology, Leadership, Communication, Policy Studies, Business, Management, and Educational Administration, he brings a diversity of skills and knowledge to the educational and leadership arena. In 2014 David Ivers completed the program “Improving Schools: The Art of Leadership” at Harvard Graduate School of Education. He has completed a (Graduate Level) Certificate in Executive Leadership from Cornell University and holds a Master of Educational Administration from the University of New South Wales, Australia. David completed the Company Directors’ Course and has since become a Graduate the Australian Institute of Company Directors (GAICD) and is a Fellow of the Institute of Managers and Leaders (Australia and New Zealand) (FIML). He is also a Fellow of the Royal Anthropological Institute (Great Britain and Ireland) (FRAI). A bibliography of his published papers can be found at: https://about.me/david.ivers
Website: https://about.me/david.ivers
Follow David Ivers on Twitter
Posts by David Ivers:
Keeping Hope Alive
One could be forgiven for thinking that during the COVID-19 Pandemic, the virus had not just infected our bodies but our minds as well.
Communication, Crisis and Culture
In times of crisis, leaders of Government and heads of Government Agencies need to be crystal clear about the message and the message needs to engender hope.
Managing and Leading Staff Through A Pandemic
You should be asking: What is the current state of play with our organization, its culture and employees during this pandemic and what responses are indicated as being needed?
Crisis Leadership
Perhaps the biggest challenge the Covid-19 Pandemic brings is how to lead in a crisis, in which the ground appears to change by the hour and in some instances by the minute.
Leadership: It’s Personal!
In the ‘Transition Decade’ the extent to which a person exhibits ‘Personal Leadership’ may be a critical determinant of career success, in any organization, especially government agencies such as hospitals and schools.
It’s About What You Know!
The more the workforce transitions towards a more agile and technologically enhanced entity within society, the more complex the knowledge base will be. If your intent is to be the master of your own destiny, rather than being subservient to whatever destiny picks out for you in terms of a career, then the pursuit of knowledge is the key.
The Transition Decade
The start of a new year is always a wonderful opportunity to stop, do a stock-take of your personal and professional life and begin to plan what that transformation for the new year might look like for you. You may even draw on the ideas in last month’s article by David Ivers entitled “Personal and Professional Transformation. The notion here, of course, is how do you plan to be the best iteration of yourself at home and at work, each and every day of the new year? However, the year is now 2020 and the second decade of the 2000’s has been and gone and a new decade has just begun.
Personal and Professional Transformation
As the last month of the calendar year finally arrives and we collectively celebrate the end of one year and the start of a new year, Raymond Carver’s question is so pertinent. As you look over the year that has been, ask yourself: “Was it the year that should have been?” In other words, when you go back to your wish list of dreams on 1 January of this year, “did you get what you wanted from this life, even so?” It is a wonderful question and turns our focus to purposeful self-reflection and to personal and professional transformation.
You Need Culture
A lot of discussion happens when the question of Culture comes up. There are a number of reasons for this. Firstly, we all claim to live within a ‘culture’ and that must mean that we, therefore, understand what culture is and how it works. This is similar to the notion that most people have visited a hospital, either to see a loved one or due to personal illness or injury and thus we all know how hospitals work, don’t we? The same is true of schools.