For this very ambitious aim of this vision to be realized, June O’Sullivan OBE, chief executive at London Early Years Foundation (LEYF), has devised this model in driving the strategy of a whole system approach by founding the London Institute of Early Years. Her Institute is capable of ensuring continuous training and professional development of staff that endows them with the newer skills, new learning and quality high standards. The organization is dedicated to strategic alliance with a variety of stakeholders, advocacy for major policy change and best practice exchange across the Early Years Education market sector. Through this far-reaching approach, June intends to transform the UK childcare industry by setting an example which balances social responsibility and commercial profitability. Her intention is quality education and reducing intergenerational disadvantages so that every child gets a chance to grow in a healthy atmosphere. June is driven by her own belief that all children should be provided with a healthy start in life. She believes that quality education has a big role to play in the development of children in early years of life. Being aware of the political forces at play on families, she believes it is a moral responsibility to fight for policy change.
In order to facilitate all of her different roles, June exercises strategic planning, effective time management and self-preservation.
Motivated by her interest in the early years system, she keeps herself engaged in activities such as singing and family time. She outsourced operations work to her committed team so that she can concentrate on strategic leadership. She enjoys the positive environment provided by her team’s commitment. while juggling nursery visits, writing and verbal work, she is adaptable to manage issues cropping up by surprise in the high-speed world of social enterprise. Mentorship has been the cornerstone of June’s development in the early years system.
She has been blessed with mentors who instructed and pushed her mind through her entire career. Being conscious of the potential of mentorship, she tries to mentor up-and-coming leaders, and she considers it both an obligation and a right. She creates a holistic atmosphere in which the mentees feel free to share ideas and shape their leadership style according to their values. She imposes flexibility and sensitivity to new learning in a collaborative process of building leaders who are ardent champions of children and families.
