I just finished the Eduro Learning Coaching: From Theory to Practice course with the AISQ8 leadership cohort. Since the our forum posts are private, I’ve asked my coachee if I could post my reflections on my blog. Thankfully she obliged!
Part 1, Part 2, Part 3, Part 4
Create a coaching implementation plan that fits your school’s needs. Ensure that you:
*highlights specific strengths and weaknesses of current school structure with specific suggestions for improvement.
*provides specific steps for implementation (including your strategy for empowering learning leaders) with a realistic timeline.
*includes an overview and rationale for administrators to consider.
*include a reflective post in our forums that highlights your key learning from this course and how you will be able to apply and implement that learning in your setting, based on your Action Plan.
As this final project has loomed, I felt increasingly anxious about starting it. It took me quite a bit of reflection and several ah-ha moments to realize what was holding me back from moving forward.
- I was intimidated. The project options seemed big and important. How was I supposed to create something that grand in a short period of time? Then I looked at previous final projects. I wanted my final project to be amazing (yes I’m a perfectionist) but felt too overwhelmed to even start.
- I was focused on having all the answers. During a conversation today, I realized (again) that this project is simply an action plan. I need to make sure my action plan includes time for tuning in, finding out and sorting out before we make any conclusions. Those are my actions – I don’t need to have everything figured out right now.
Writing my post last week helped me find a focus for my project. I am most interested in the vision behind the coaches, ensuring that staff know our purpose and receiving regular feedback on our effectiveness. These originate from my biggest complaints during my 3.5 years in this position:
*we aren’t sure (or agree on) what our purpose is and neither is any other stakeholders.
*we haven’t received minimal feedback on our effectiveness.
This very quickly and easily leads to a closed heart (slide 60):
When you lead people, you often begin with a desire to contribute to an organization or community, to help people resolve important issues, to improve the quality of their lives. Your heart is not entirely innocent, but you begin with hope and concern for people. Along the way, however, it becomes difficult to sustain those feelings when many people reject your aspirations as too unrealistic, challenging or disruptive. Results arrive slowly. You become hardened to the discouraging reality. Your heart closes up.
Heifetz & Linsky (2003) Leadership on the line.
I’m not that person. But sometimes I become that person. I don’t want to be that person now or going forward. My action plan is intended to allow our hearts to stay open.
How do we stay visible, effective and mission-focused? During my action research project last year, I had the opportunity to work collaboratively with 4 AIS teachers in a Critical Friends Group setting. Although the participants were from 4 different subject areas and 2 different divisions, I felt as though this group coaching model allowed us to learn with and from each other. This model has the potential to be even more effective with more cohesive groups (grade level teams, departments, etc). My action research also forced me to think about evaluating the success of professional development. Gayton & McEwen offer evaluation levels for professional development (page 90). This might be a great place to start investigating how to evaluate the effectiveness of the coaching program (and coaches) at AIS.
Just as the IB Learner Profile is not something we do but something we live, I am looking forward to our action plans creating a culture of coaching at AIS. Instructional coaching has the potential to slowly become embedded in everything we do, to become our way of life.
Excited to continue this journey with you all!