Coaching in education has grown rapidly in education contexts in the last 5 years (van Nieuwerburgh, 2012). It has moved beyond the provision of coaching as a professional learning activity for school leaders to include: coaching training as a leadership development skill; various coaching initiatives designed to enhance teaching practice as well as coaching involving students either by staff or even by fellow students. Educators have embraced coaching in all of these school conversational contexts.
Is This Learning?
Let’s discuss the definition of learning
For administrators, it comes to two questions. Do you believe the world has changed dramatically when it comes to learning? And if so, how can you begin to change the conversation around learning?
Be as clear and transparent as possible as to how participants are selected.
Letting people know the selection criteria helps clear up some of the mystery behind why someone was selected and why others were not. It also helps provide developmental targets to those not selected
we were meeting with more consistent purpose, usually to discuss the next stage in some strategic priority or professional development objective.
Often, teacher input was solicited in advance to help create the agenda and ensure its usefulness.
Finally, a member of the school office was asked to attend the meetings to take copious notes of the conversation. This allowed for an accurate, detailed meeting summary to be distributed shortly after the staff had met.
What is your goal setting process? How often are you having those conversations with your leadership teams? What a strategy: to set goals at impossible levels and then figure out how to achieve them. That is innovative, strategic, and risk taking.
Rodrigo Baggio's Persuasive Leadership. Notice these featured points: Bring people together who aren't connected, Design new business models by combining players and resources in new ways, Persevere with an idea until you see success, Don't rely on credentials, but on the power of your ideas, Persuade others to see the possibility of your ideas and join you in the pursuit, Empower others to also make change.
Think on these questions: (1) Why are should these features define the essence of leadership in your schooling organization,and (2) how will you not only lead change, but how will you specifically make these critical features relevant to the work you are doing to lead?
If you had to come up with a checklist for your organization that was guaranteed to stifle imagination, innovation, and out-of-box thinking...a checklist designed specifically for people who want nothing to do with disruptive change...what would it look like?
Through one-on-one conversations and small-group chats, he created real, personal connections with many of the nearly 200,000 people who made his business run and gathered valuable information about their work and the hotels in the process.
Make room for impromptu encounters. I’ve discovered unscheduled, unscripted chats can be more informative than scheduled coffee chats or other more official forums.