The habits of the best leaders are well documented. They’re self-aware. They admit mistakes. They take care of, recognize, and communicate well with their teams.
But what do these inspirational people do on their own time? What goes on behind the scenes that helps them be so effective on a day-to-day basis?
"I’ve definitely noticed some things that great leaders tend to do," says Danielle Harlan, founder and CEO of The Center for Advancing Leadership and Human Potential, an organization that helps individuals and organizations maximize their impact. And the things they do behind the scenes make all the difference when it comes to their professional leadership ability, she says. Here are five such common habits.
If you are reading this, chances are you have a pretty good idea of the several ways that mindfulness can benefit you. It is commonly used as a tool to reduce anxiety, be more present in activities and conversation, and to benefit in countless other ways.
While people are quick to tout mindfulness, it can sometimes be difficult to know exactly how and where to start. The documentation is diverse and people approach mindfulness from many different angles.
Take this as your starter’s guide to building a mindfulness toolbox. I have provided an introduction to some of the most popular ways to practice being mindful, an overview of how they work, and a few examples of places to start with each method.
How can instructional leaders provide feedback that actually helps teachers improve their practice?
In Leverage Leadership, Paul Bambrick-Santoyo describes a robust model for providing feedback to help teachers make rapid improvements. His model involves intensive cycles of observations, post-observation meetings to identify changes the teacher should make, and follow-up observations to create accountability for making the agreed-upon changes.
While executive coaching is gaining momentum worldwide as a valuable part of the leadership development journey, the field of neuroscience is providing a better understanding of the inner workings of the brain and evidence of the benefits of coaching.
Coaching can be defined as a partnering with clients in a thought-provoking and creative process that supports in identifying their goals and taking steps to reach them. The biggest impact of coaching occurs when there is a shift in a person’s thinking (“aha” moments). Shifts in how we perceive the world occur because what we experience changes through the questions that are asked. It is fascinating to see through neuroscience research how these shifts are manifested in the brain.
Feedback is absolutely essential for improving performance, increasing accountability, establishing responsibility, and achieving the desired results. How we speak and act toward others is essential to creating what we really want. Although I know the example above is extreme, I believe that we could all do a better job of becoming more aware of how we interact with those with whom we live and work. Sometimes we may let our frustrations and emotions get the best of us and sometimes we may be entirely unaware of how we come across. I hope that you will take the opportunity to reflect on how you are viewed by others and make whatever adjustments and improvements are needed to improve your communication with others.
Here are a number of questions you might ask yourself to heighten your awareness, improve your interactions, and achieve more positive results.
According to Jim Knight, someone I work with as an instructional coaching trainer, up to 90% of what teachers learn alongside coaches will be retained. This means, that unlike traditional professional development where Knight's research shows that teachers lose 90% of what they learn, coaching can provide an enormous impact.
Knight's work is highly respected, and is highly respectful of teachers. Instructional coaching, in Knight's research and philosophy, is about working in partnership with teachers where the learning is reciprocal on the part of the teacher and coach. After all, we can learn a lot from one another.
In order for coaching to work properly, the school has to have a climate conducive to learning, which means that there needs to be a balance between risk-taking and rule following. It also means that teachers need to be able to trust that the coaching-teaching relationship will be confidential, something Knight believes both parties should come to an agreement on before the coaching relationship even begins.
When using advanced eLearning authoring tools we are sometimes tempted to follow a mechanistic approach to designing feedback. It is easy to use templates or just to copy and paste automatic feedback comments in quizzes.
However, we should remember that proper feedback can be a very influential mechanism with an ability to improve people’s competencies. To use the full power and potential of feedback in eLearning we need to spend much more time on designing it and just forget about doing simplified work on it.
My father died during heart bypass surgery when I was 10 years old. When I was 21, my 23-year-old brother committed suicide. He jumped off the terrace of our family's penthouse apartment as my mother pleaded for him to stay put. I think that…
How to turn your invisible inner fire into fuel for soul-warming bliss is what artist and designer Elle Luna explores in her essay-turned-book The Crossroads of Should and Must: Find and Follow Your Passion.
What is the most constructive way to give feedback? You praise, you criticize or you do both? Some say that the Americans prefer the feedback ‘sandwich’. It means 3-step feedback. You start with positive comments, then add one or two things that can be done better, and finish with more
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