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Mentor coaching head teachers july 09

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Mentor coaching head teachers july 09

  1. 1. 1 Mentoring & Coaching Newly Appointed Head Teachers ‘Behind every successful person, there is one elementary truth: somewhere, somehow, someone cared about their growth and development .This person was their mentor’ Dr Beverley Kaye, Up is Not the Only Way, 1997 “Coaching is not about teaching the caterpillar how to fly, it’s about creating an opening for it to see the possibility.” Paul Lefebvre, Leadership Coach
  2. 2. 2  Appreciate the role of mentor, coach, counsellor, trainer – What’s the difference?  Understand the benefits of a mentor/coach approach for the Head Teacher, the New Head Teacher, both schools and SAC  Outline the characteristics of an effective mentor/coach and conduct a self-analysis;  Demonstrate skills using the mentoring and coaching process  Understand and apply the skills of good mentoring and coaching: effective questioning; listening and giving feedback  Appreciate different learning styles and their impact on the mentoring/coaching solution Learning Outcomes
  3. 3. 3 Mentors in your life Think of one or more important mentors in your life What story or stories can you share about the relationship(s)? “Every day, we wager the future of this country on our teachers. We are daily entrusting the dreams of our young people to those who teach them. Whether those dreams are delayed, denied, or fulfilled is ours to decide.” No Dream Denied Washington D.C. 2003
  4. 4. 4 What is a Competency Model?
  5. 5. 5 They consist of clusters of knowledge, skills, and personal attributes that AFFECT an individual’s ability to PERFORM. Competencies
  6. 6. 6 Components of Competency 1. Skills • capabilities acquired through practice. 2. Knowledge • understanding acquired through learning. 3. Personal attributes • inherent characteristics which are brought to the job 4. Behaviours • The observable demonstration of some competency, skill, knowledge and personal
  7. 7. 7 Training? Coaching? Mentoring? Counselling? Training – “The provision of opportunities for people to gain NEW knowledge and skills” Coaching – “It is the support and guidance given to allow people to use their EXISTING knowledge and skills more effectively to improve performance” Mentoring – “Mentoring is about helping people develop more effectively. It is a relationship designed to build confidence and help the learner take increasing initiative for his/her own development” Avoiding your “blistered fingers” Counselling – “Counselling is a process where clients are helped in dealing with their personal and interpersonal conflicts by a third party therapist.”
  8. 8. 8 EXERCISE – Competent Head Teachers need Competent Mentor/Coaches Group 1 – Create a Role Profile which uses the 4 “components of competency” to describe a successful Head Teacher. Group 2 - Create a Role Profile which uses the 4 “components of competency” to describe a successful Mentor /Coach.
  9. 9. Resource Teacher Trusted Listener Assessor Problem Solver Advocate Facilitator Coach Collaborator The Different Roles You May Play They need help in: 1.Avoiding Martyrdom 2.Obtaining resources 3.Classroom management strategies 4.Working with parents 5.Managing the school day 6.Functioning within the school district
  10. 10. 10 A Coaching Assessment – and step by step meeting model
  11. 11. 11 A Coaching Assessment – and step by step meeting model
  12. 12. 12 Five Critical Mentoring & Coaching Practices • Maintaining & Enhancing Self-Esteem – Positive Language • Active/Empathetic Listening – Listening & Questioning • Describing Specific Behaviours and Impact – Negative & Positive • Providing Recognition - Empowering • Providing Feedback to Improve Performance – Creating Awareness & Ownership
  13. 13. 13 A Foundation Model – For you to follow CharacterCharacter CompetenceCompetence A person with highA person with high character exhibits integrity,character exhibits integrity, maturity and an Abundancematurity and an Abundance MentalityMentality A person with highA person with high competence hascompetence has knowledge and ability in aknowledge and ability in a given areagiven area TrustworthinessTrustworthiness TrustTrust Being TrulyBeing Truly EffectiveEffective
  14. 14. 14 A Coaching Assessment – and step by step meeting model
  15. 15. 15 Agreeing How You Wish to Work Together •RESPECT – Respecting and valuing each other’s contribution •COMMUNICATION – Taking time to actively listen to each other •TRUST – Being open, honest and approachable •ATTITUDE – Being positive and focused •SUPPORT – Showing compassion and sincerity •DIVERSITY –Acknowledging the right to individual thought “The mind is like a parachute ... It only works when it’s open”
  16. 16. 16 OPEN BLIND HIDDEN UNKNOWN Not Known to Others Known to Others Known to Self Not Known to Self JOHARI WINDOW Interviewer Bull in a china shopIdeal window Turtle
  17. 17. 17 A Coaching Assessment – and step by step meeting model
  18. 18. 18 Creating an Environment which supports Positive Behaviour Beginning with YOU
  19. 19. 19 What does this say? happinessisnowhere happiness is now here Positive v Negative Thinking
  20. 20. 20 Is your view of the world the only one? What do you see? What might they see?
  21. 21. 21 Are things always as they seem?
  22. 22. 22 The way an individual perceives, understands and interprets the surrounding world – a mental map Paradigms
  23. 23. 23 “If you want small changes, work on your behaviour. If you want quantum leap changes work on your paradigms” Stephen R.Covey- “The Seven Habits of Highly Effective People” Changing YOUR Paradigm
  24. 24. 24 A Coaching Assessment – and step by step meeting model
  25. 25. 25 What about the session previously used on PDP about how we learn and the move from unconscious incompetence to unconscious competence
  26. 26. 26 ACTIVIST Having an Experience Reviewing the Experience Concluding from the Experience Planning the Next Stage REFLECTOR David Kolb’s Learning Cycle THEORIST PRAGMATIST
  27. 27. 27 Very Strong Strong Averag e Low Very Low 15 - 20 12 - 14 7 – 11 Ave 8.7 5 - 6 0 - 4 19 - 20 17 - 18 13 – 16 Ave 13.9 10 - 12 0 - 9 18 - 20 15 - 17 12 – 14 Ave 12.4 9 - 11 0 - 8 17 - 20 15 - 16 13 – 14 Ave 13.5 10 - 12 0 - 9 10%10% 20%20% 40%40% 20%20% 10%10% ActivistActivist PragmatistPragmatist ReflectorReflector TheoristTheorist Comparison against Teacher/Lecturer
  28. 28. 28 Levels of Listening • Ignoring – Making no effort to listen • Pretend Listening – Giving the appearance of listening • Selective Listening – Hearing the bits that interest you • Attentive Listening – Paying attention, focusing, comparing to personal experiences • Empathetic Listening – Listening and responding with both heart and mind
  29. 29. 29 The PowerThe Power of Questionsof Questions • Reflective – You seem unhappy about …? • Open – Tell me about …? To what extent does …? • Probing – Tell me more about …? Better in what way …? • Link – You mentioned that …? • Direct – When do you need this by …? • Closed – Are you happy with the proposal? • Silence
  30. 30. 30 A Coaching Assessment – and step by step meeting model
  31. 31. 31 The GROW Model of Coaching Goal – Being specific about what you would like from the session Reality – Making sure that the agreed GOAL is set in context Options – Different people may require different approaches Will – What level of commitment is required for the chosen option
  32. 32. 32 A Coaching Assessment – and step by step meeting model
  33. 33. 33 The Three Main Behaviours Aggressive – Assertive – Submissive Productive v Unproductive Behaviours
  34. 34. 34 Developing a Win – Win Relationship The OK Corral I’m OK You’re OK I’m OK You’re not OK I’m not OK You’re OK I’m not OK You’re not OK Win Win Lose Win Win Lose Lose Lose
  35. 35. 03/21/14 35 The Thomas - Kilmann Model Defining the conflict modes Assertiveness Co-operation Collaborating (High Assertive/High Coop) (Low Assertive/High Coop) Accommodating Compromising (Mid Assertive/Mid Coop) Competing (High Assertive/Low Coop) (Low Assertive/Low Coop) Avoiding Avoidance (low coop, low assertiveness) Denial, under-responsiveness, shifting, semantic focus, postponement, – Advantage - takes out the heat of the moment – Disadvantage - conflict remains unresolved, may lead to larger outbreak Competition (low coop, high assertiveness) Presumptive attribution, prescription – Advantage - increased creativity and enthusiasm – Disadvantage - violence, driving opponent underground Compromise (moderate coop and assert) Reaching for a middle ground – Advantage - often actually resolves the conflict – Disadvantage - may actually be bad policy or decision by not staying true to either set of goals Accommodation (High coop, Low assert.) Appeasement, smoothing over – Advantage - often quickly leads to solution – Disadvantage - may, in the long run, be detrimental, denies the legitimacy of the claims of one of the participants Collaboration (High coop, High assert.) –Use description, qualification, accept responsibility, initiating problem solving – Advantage - Achieves trusting relationships – Disadvantage - difficult and many are not trained to do it very well The Thomas - Kilmann Model Defining the conflict modes Assertiveness Co-operation Collaborating (High Assertive/High Coop) (Low Assertive/High Coop) Accommodating Compromising (Mid Assertive/Mid Coop) Competing (High Assertive/Low Coop) (Low Assertive/Low Coop) Avoiding
  36. 36. 36 Positive Feedback is Based on:Positive Feedback is Based on: • Creating personal awareness of areas requiring development • Ownership of the ongoing assessment to identify development needs • Personal responsibility for the quality of the work being produced
  37. 37. 37 Five Levels of FeedbackFive Levels of Feedback 1. “You are useless” 2. “This report is useless” 3. “The content of your report was clear and concise, but the layout and presentation were too down-market for its target readership” 4. “How do you feel about the report?” 5. “What was the essential purpose of your report? To what extent do you think this draft achieves that? What are the other points you feel need emphasised? Who do you see as the target reader? "Probably my best quality as a coach is that I ask a lot of challenging questions and let the person come up with the answer." Phil Dixon (Olympic Coach – Canada)
  38. 38. 38 Positive Feedback is Based on:Positive Feedback is Based on: • Creating personal awareness of areas requiring development • Ownership of the ongoing assessment to identify development needs • Personal responsibility for the quality of the work being produced
  39. 39. 39 A Coaching Assessment – and step by step meeting model
  40. 40. 40 What we haveWhat we have coveredcovered …… Some FinalSome Final ThoughtsThoughts
  41. 41. 41  Appreciate the role of Mentor, coach, counsellor, trainer – What’s the difference?  Understand the benefits of a mentor/coach approach for the employee, the manager, the team and the organisation  Outline the characteristics of an effective mentor/coach and conduct a self-analysis;  Demonstrate skills using the mentoring and coaching process  Understand and apply the skills of good mentoring and coaching: effective questioning; listening and giving feedback  Appreciate different learning styles and their impact on the mentoring/coaching solution Learning Outcomes
  42. 42. 42 ““We who lived in concentration camps can remember the menWe who lived in concentration camps can remember the men who walked throughout the huts comforting others, givingwho walked throughout the huts comforting others, giving away their last piece of bread. They may have been few inaway their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can benumber, but they offer sufficient proof that everything can be taken away from a man but one thing : the last of the humantaken away from a man but one thing : the last of the human freedomsfreedoms – to choose ones’ attitude in any given set of– to choose ones’ attitude in any given set of circumstances, to choose ones own way”circumstances, to choose ones own way” Viktor Frankl – Man’s Search for MeaningViktor Frankl – Man’s Search for Meaning Attitude is everything – Who chooses yours?
  43. 43. 43 Closing Thought Rich experience, you’ll have Friends, you’ll make Succeed, you will GOOD LUCK !
  44. 44. 44 The Alpha – Beta Model Performance Gap (where the coach works) Alpha Performance Beta Performance What we fear - redundancy(stick) pay award (carrot) Targets (Moving) Goal “.. if we constantly re-set our sights so that we never settle for what we have settled for in the past, if we learn and are supported to raise our standards – coached to become all that we can be, then performance is different.” Sean Weaver – The Business Coaching Revolution

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