Seed Pod Consulting – Lynne Stone.
People don’t need to be managed; they need to be unleashed.
You can help people find things in themselves.
If you want to improve performance , improve thinking.
Coaching or mentoring
Coaching is about asking questions.
Mentoring coaching is a strategy in coaching. So one of you know something. It is a developmental partnership. No judgemental support and encouragement. The mower is that it is a personal relationship about goal achievement and problem solving.
What can mentoring look like. Mentor bs coaching. Novice expert. Critical friend. Coach learner. Part of a support network. Part of a community of learners.
We don’t know everything.
Define mentor? What qualities would you like people to say about you as a mentor.
Qualities needed by effective mentors. One to 37 investment buy mentoring other people. Can reach 37 other people.
Mentors say. Listen empathy supportive good community on skills. Experienced. Mentees say want honest feedback approachable accessible willing to engage supportive understanding good communication provides honest feedback knowledge and experience.
Coaching strategies are all about collaboration and feedback that encourages reflection. Setting goals and taking action. We learn more alongside someone rather than nutting it out yourself. The two of you become a thinking partner. The day you think you have got it you have stopped growing.
Fundamentals. Trust is built and constructed over a period of time. You need to earn trust. The nature of trust. Honesty and integrity openness in communication keeping your promises protection the interests of others as well as you own. What lense or window do people seeing you in. Certain things must be communicated face to face. No by email.
Trust is experiential. The feeling one person is capable and reliable and supported by past actions.
People are like icebergs. Behaviours above water. Below. Perceptions attitudes values and beliefs.
Hugh Mackay. What makes us tick? 2010. Despite to be taken seriously the desire to be useful. The desire to belong. The desire for control. The issue you are presented with is rarely the issue.
Building a relationship. Iceberg. Awareness of own agendas and hot spots. Awareness of languages w focus on the the thinking of the people you work with not the particular issue. Focus on clarity of communication and expectations – listen. Your hot spot? What concerns you about what people think of you. Language. What other ways can you do this.
Turn the silos into reservoirs. Two guys on a building site. What are you doing one is building a cathedral the other says digging a ditch.
Supporting teaches. Clear expectations communication feedback growth plans. This relationships. People will do amazing things if they want to do it. Time is not necessarily the issue.
I know that you believe you understand what you think I said, but I am not sure you realise that why you heard is why I meant.
Preparing to listen.
Let go for the need of control. Clear soemspace in your mind. Prepare to just listen tune into the other person. Make sure the setting is conducive. Listen to the emotion and body language with words.
Active listener. Pay intention. Show that you are listening. Provide feedback. Defer judgement. Respond appropriately.
Empathic responses. Repeat words back. Rephrase the content. Reflect the feeling as shown in words and body language. Rephrase the content and reflect feelings.
Four faces of insight. Awareness of the dilemma reflection motivation illumination.
The ability to speak may languages is valuable, but the ability to keep your mouth shut in any language is priceless.
The solution is not I will take your problem for you.
Reflection hindsight foresight insight. Help sort out past and present practice. Lead profesional forms
Of inquiry. Assist to ask questions about their practice. Provide a way to think forward by analysing current scenarios.
Questions hold the power to think create answers we believe in and motivate us to act on our ideas. What worked well this week. Why problems dos you encounter. Why can you do differently.
Why ask questions?
Quality conversations. Easy setting goals planning solving solving problems. Hard giving feedback changing attitudes and behaviour improving performance discussion career plans. Leading change. Link to strategic plan.
Why are you going to do in the first 100 days and change is not part of it.
Feedback. Evidence based. Specific. Timely. Not overwhelming. Actionable. Based on why you want to achieve in the first place. Restrict to what you know for certain.
Prepare well. Purpose. Hope to accomplish. Assumptions of persons intentions. What buttons of mine are being pressed. Rehearsal. My needs and fears. What is the other person likely to be thinking about.
Positive feedback. Practice being specific succinct and generous. Make some notes about the impact this has on your team. Be as specific as possible in your notes.
What will enable you to be successful in this role? Space staff welfare engaging staff expectation. Links to strategic plan and mission statement. Positive message for improvement. Framework for thinking. Parameters. Links with accreditation. Peak performance. How will you build the trust. Consultation ahead of time. Underpinned by research evidence based. Training so skilled at being a mentor. Pilot. Link into skills of the experienced teacher. Level playing field. Time.
Questions from group. Time. Training. Team building. Mindset. B