Global IB exam chief: how jazz provides lessons in management

Joseph B. Hash

Two childhood inspirations have permeated the varied job and managerial design of Olli-Pekka Heinonen, the sometime Finnish politician, policymaker and general public official: instruction and songs. As he plots out method in his new role as director-general of the International Baccalaureate program initial released far more than 50 percent a […]

Two childhood inspirations have permeated the varied job and managerial design of Olli-Pekka Heinonen, the sometime Finnish politician, policymaker and general public official: instruction and songs.

As he plots out method in his new role as director-general of the International Baccalaureate program initial released far more than 50 percent a century back, he is drawing on both equally these influences. He usually takes around a sophisticated world organisation as it seeks to extend and meet up with the shifting demands of youngsters and society in an era severely disrupted by the coronavirus pandemic.

“My father was a instructor and I was born and lived in an apartment in a principal university,” he says. “I also examined in the [Turku] Conservatory [of Songs] and for a 12 months was a songs instructor.” Heinonen, fifty seven, then skilled as a law firm and — at least as he describes it — nearly each and every move in his qualified daily life has been guided by requests and nudges from some others.

He was questioned to develop into a parliamentary adviser, then minister of instruction at only 29, before he had been elected an MP. Once that had transpired, he turned minister of transportation and telecommunications. From 2002 he spent a decade functioning Yleisradio, the Finnish point out broadcaster, but later on rejoined federal government as point out secretary to the primary minister.

The only position for which he at any time applied was his very last submit as director-general of the Countrywide Company for Instruction in 2016. That set him in cost of a university program held up as a showpiece close to the environment, judged by benchmarks this sort of as the OECD’s Programme for International Scholar Assessment, for its perception in balancing strong tutorial achievements with daily life outside the house university.

“My philosophy is that you should not place your believe in in planning matters,” Heinonen, says. “There will be surprises and you should just go alongside with what evolves. The only position I have applied for was at the Company. I felt it would be a superior time to return to the crime scene of the subject of instruction.”

He cites as one particular of his finest achievements the time period as instruction minister in the mid to late nineteen nineties, when he granted autonomy to cities, educational institutions and academics by themselves. He stresses the groundwork had been laid around the earlier two a long time by requiring all academics to have masters’ degrees. That boosted their competence, embedded a culture of regular pedagogical research and reinforced their large standing and regard in society.

Important leadership lessons

  • Grant autonomy — in Heinonen’s scenario, he devolved instruction decisions to cities and academics by themselves

  • Embrace the ‘humble governance’ strategy and settle for that leaders do not have the appropriate solutions

  • Management is not about one particular particular person, it should be spread throughout a corporate or organisational program

  • Interaction to make believe in with staff and stakeholders is crucial

“My tactic was to include things like everybody in the procedure,” he says. Impressed by his government’s design of “humble governance”, he embraced the strategy that “at the best you never have the appropriate solutions, you have to require persons in co-acquiring them. Management is not about a particular person, it is a high quality that should be spread commonly in a program. If you emphasise the role of one particular particular person, you are failing.”

He says he learnt humility, but also the will need to connect far more. “I’m not by character someone who desires to be in the highlight. I’ve uncovered to do that. We Finns at times connect much too very little. We attempt to be pretty specific and leave other matters out, but speaking to make believe in is central.

“In the commencing, I had the strategy that remaining in a leadership position intended you should glance, chat and dress to glance like a chief,” he says. “That will not perform. You will need to be by yourself, the particular person you are. Authenticity is so crucial, and the integrity that arrives with it.”

A person of his finest frustrations arrived as minister of transportation and telecommunications, when he struggled during the spin out of Sonera from the Countrywide Postal Provider. Its shares rose sharply and then collapsed during the IT bubble. “It didn’t go as effortlessly as I hoped,” he says. “I realised how difficult it is to mix the environment of politics and company. I should have associated all the partners even far more strongly to discover a common answer.”

He then took a crack from politics, partly reflecting a will need to “balance get the job done with spouse and children and recovery time”, as he says. “I learnt to constantly have far more of those people matters in your daily life that give you electricity than acquire it absent. Usually make positive you have a reserve to cope with surprises. If you never have that kind of spare electricity, they [superior and lousy surprises] will acquire you.”

He took cost of the point out broadcaster, and designed his identification as a manager, drawing parallels with his experiences as a hobbyist trumpeter main a jazz band. “You make something new with a shared melody that everybody is aware but with a good deal of area for improvisation. It’s the exact in an organisation: you should have a couple regulations everybody is dedicated to and leave area to make new matters with everybody by means of listening and connecting.”

He set about collecting a combination of survey details and own diaries and interviews from the Finnish general public to comprehend their values and attitudes, which disclosed how unique they were being from those people of most of his staff. “You can have a stereotypical view of matters. That led me to definitely attempt to comprehend our citizens as clients.”

Three thoughts for Olli-Pekka Heinonen

Finnish conductor Sakari Oramo conducting the Royal Stockholm Philharmonic Orchestra
Sakari Oramo

Who is your leadership hero?

The pretty large degree Finnish conductors Sakari Oramo, Esa-Pekka Salonen and Susanna Mälkki. I had the satisfaction of viewing them in motion in rehearsals and in concerts. It’s marvellous how these industry experts can make a link on the location, give responses and make expert musicians do something with each other that you want them to do and do it in a way that they are supplying their most effective.

What was the initial leadership lesson you learnt?

I performed songs from a pretty youthful age and a pretty early lesson was when I noticed how crucial internal motivation is to leadership: remaining ready to make internal motivation for a group of persons to achieve something with each other.

What would you have finished if you had not pursued your job in instruction and politics?

Songs would have been something I would have seemed to do, I would also have definitely liked remaining an tutorial researcher. The means to inquire about and find out about new matters, attempt to discover something new and by means of that to make a variance.

Hunting again on his experiences, he thoughts the idea that leadership centres on selection earning. “Actually implementation is the method,” he says. “The way you are ready to put into action matters is a pretty massive strategic preference. Lecturers will not obey because someone says they should. They have to comprehend why and have the internal motivation to do so. We should be talking far more about the strategy of imperfect leadership: to confess uncertainty and make finding out paths for the larger sized program to discover the answer.”

The IB program is today utilized by far more than 250,000 learners in nearly five,500 educational institutions close to the environment. It has long sought to teach learners in a huge selection of topics with broader knowing of the idea of expertise and the use of undertaking and team-primarily based get the job done alongside “high stakes” last published tests.

To lots of, that demonstrates the aspirations of lots of national instruction reformers to prepare for this century’s difficulties — though some IB academics bemoan that although they really like the principle of the qualification, they are frustrated with the organisation behind it and its sluggish rate of improve. Like other exam bodies, it was criticised for how it modified its marking programs during the pandemic.

Heinonen is assured that the IB embodies an tactic — also mirrored in the Finnish instruction program — in which “competences are getting to be far more central. It’s about what you do with what you know and how to teach for an uncertain foreseeable future we cannot forecast.”

He sees “strong dedication to acquire the IB heritage into the new era” by staff and academics. “It’s not the method, it is the implementation,” he says. “We have to have that larger sized jazz band making an attempt to play the exact tone and improvise.”

 

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