Coaching in Education for learning and leadership
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Coaching in Education for learning and leadership
Focus on coaching for leadership and change in K-12 education
Curated by Les Howard
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How to Talk So People Listen and Listen So People Talk

With all the discussion of chatbots, AI, and intelligent personal assistants lately, you might start to think that human to human (H2H) communication is disappearing altogether. But the fact is the…
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How to Collaborate When You Don’t Have Consensus

How to Collaborate When You Don’t Have Consensus | Coaching in Education for learning and leadership | Scoop.it
The conventional model of collaboration in business is to go to a lot of meetings to try to get agreement on five things:

What is our common purpose?
What is the problem?
What is the solution to the problem?
What is the plan to execute the solution?
Who needs to do what to execute the plan?


Answering these questions typically involves a delicate dance of managerial authority and employee adaptation. A boss may have a solution in mind, but could face potential downsides by enforcing it unilaterally. Those who disagree may drag their feet in implementing the plan or otherwise sabotage the team’s efforts. So instead, teams collaborate: A boss leads everyone to see the problem the same way (probably the way the boss does), and then to agree on a way forward.

But what if the people in the room are working at cross-purposes? What if they can’t even agree on what the problem is, much less how to solve it? What if there is low trust among them, and no one who can control the situation? What if the only thing people can agree on is that the situation is unacceptable and must be changed?


Via David Hain
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David Hain's curator insight, April 24, 8:07 AM

Collaborating with the 'enemy' - useful short read taken from a book on the subject.

 

Dennis Swender's curator insight, May 14, 1:43 PM
Applicable for the earlier  "Agree-Disagree" exercise?
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The Myth of The Learning Organisation

The Myth of The Learning Organisation | Coaching in Education for learning and leadership | Scoop.it
If you really want a Learning Organisation you must build the capacity to change the internal dialogue. It is dialogue that has created who we are and only a change in our dialogue will change that. To change the dialogue means much more than changing the topic of conversation, you’ll rarely manage that over any period of time. (Networks will decide on their topic of conversation based on their sense of identity.) Instead the route is to change the relationships within and between networks, across silos and across the organisational boundary. This is not the crude and crass ‘cut and paste’ of organisational restructures. This is a qualitative change in how people are in relationship with each other, how they decide what matters, how they respond to new information and new people.

When you are prepared to embark on this you rapidly uncover deep learning. Kurt Lewin said that you never really understand a system until you try to change it. As you begin to try and change things, you provoke a reaction from people’s sense of organisational identity that tells you where the real work lies. Your first attempts at change are never successful in anything more than pointing you at where you really need to do your work. Too often at that point we step away feeling our job is done. This is never short work and nor is it for the faint of heart.

Via David Hain
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David Hain's curator insight, April 25, 7:29 AM

Building on Senge. Interesting and useful reassessment of what becoming a learning organisation really means.

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Change the system, not the leader!

We don’t need better leaders. We need organizations and structures that let all people cooperate and collaborate to get work done. Positional leadership is a master-servant, parent-child, teacher-student, employer-employee relationship. It puts too much power in the hands of individuals and blocks human networks from realizing their potential. Even punishing the person in charge will change little. Changing leaders will not change the system from which they emerged.

Depending on one person to always be the leader will only dumb-down the entire network. In the network era, leadership is helping the network make better decisions. This starts by creating more human organizational structures, ones that enable self-governance. Leadership is an emergent property of a network in balance.

Via David Hain
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David Hain's curator insight, April 16, 6:13 AM

It's pretty much always the system that needs changing! Stop looking for scapegoats and start looking to learn about the big picture! Great article from Harold Jarche.

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3 Steps to Avoid Giving Biased Feedback - The New York Times

3 Steps to Avoid Giving Biased Feedback - The New York Times | Coaching in Education for learning and leadership | Scoop.it
Our criticism is sometimes influenced in ways we don’t realize. Here’s how to head that off.
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Is Coaching Soft? — Using Coaching to Get Hard Results • Leadership Thoughts Blog

Is Coaching Soft? — Using Coaching to Get Hard Results • Leadership Thoughts Blog | Coaching in Education for learning and leadership | Scoop.it
In this guest post we demonstrate that business coaching may be used to achieve hard business results by addressing soft barriers.
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Can I give you some feedback? And other ways to not offer ideas

Can I give you some feedback? And other ways to not offer ideas | Coaching in Education for learning and leadership | Scoop.it
Technology News & Innovation in K-12 Education
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Quinnsights: Skipping the Hierarchies

Quinnsights: Skipping the Hierarchies | Coaching in Education for learning and leadership | Scoop.it
For learning leaders, skipping the hierarchies and embracing diversity is key to innovative thinking and leads to business success.

Via Ana Cristina Pratas
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We’ve been structuring brainstorm sessions all wrong

We’ve been structuring brainstorm sessions all wrong | Coaching in Education for learning and leadership | Scoop.it
The traditional framework for brainstorms involves identifying a problem, listing solutions within a set of parameters, and then choosing the best.

But research on creativity and innovation suggests that truly innovative solutions result not from searching for a “correct answer,” but from the collision of different ideas, perspectives and life experiences.

Rather than encouraging convergent thinking, as traditional brainstorm sessions do, the goal should be to encourage divergent thinking: the practice of finding new ways to look at a problem and generating multiple solutions. In divergent thinking, the emphasis isn’t to agree on the best idea—it’s to get as far away as possible from the most obvious answer.

Via David Hain
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David Hain's curator insight, January 8, 6:12 AM

Kids do better than adults at creativity. We need to actively encourage and read divergent thinking, yet most organisations do the opposite!

Matthew Farmer's curator insight, January 9, 1:58 AM

This is an interesting take on a management stalwart - the brainstorm.  I'm involved in quite a few brainstorming sessions with different organizations and I'm often interested to see how groups norm around this kind of activity.  I was always taught that 'any idea is a good idea' and no evaluation should be made until the 'storming' session is over but not everyone thinks that way.

 

What I like about this approach, is the acknowledgement of the power of colliding perspectives.  Not only do they help us to see and think differently but they also help us learn as well!

 

Matthew Farmer

Emerging World

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Why You Shouldn't Always Suggest a Solution

Why You Shouldn't Always Suggest a Solution | Coaching in Education for learning and leadership | Scoop.it

It's a natural reaction. Everyone does it. You hear a problem and you immediately want to prescribe a solution--the perfect antidote--a master plan that will solve everything. But all too often, you give into the temptation to define a solution well before the full problem is articulated and explored. You're not the only one. Leaders at all levels are guilty of doing this. They hear a problem--the outlines of danger--and they rush to offer their agenda. In their desire to be helpful, they end up setting others on a path that may be costly--not only in resources but also in time. There are a number of reasons why presenting a solution right away has downsides. 


Via Ariana Amorim
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Ariana Amorim's curator insight, January 8, 7:28 AM
6 reasons why presenting a solution right away has downsides and 6 tips to fight that instinct.
Ivon Prefontaine, PhD's curator insight, January 9, 3:10 PM
In a classroom, exploring is an essential piece of teaching and learning.
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Using video for self reflection: Micro-Teaching Improves Learning

Using video for self reflection: Micro-Teaching Improves Learning | Coaching in Education for learning and leadership | Scoop.it

Video lets us see what actually happens in our classroom—what we say, what we do and how we interact with the students. It's genuine. It shows our strengths and our weaknesses. Maybe we did not see that student put their pencil down and give up; maybe we call on another student too much; or maybe there needs to be more student to student interaction. In the middle of a lesson, this may be difficult to see because we are preoccupied with delivering the information dictated to us by the standards. However, allowing ourselves the opportunity to look at it again and reflect using a different lens is transformational.
Make the right changes. After we reflect, we consider translating or moving some things around in our lesson. In an inductive lesson, could we have sequenced the sharing of their work, could we make better connections between student understandings or could we have noticed a place in our lesson where we could build on what the students already know? Being able to watch ourselves lets us see where we can improve delivery.


Via Mel Riddile
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Top Athletes And Singers Have Coaches. Should You?

Top Athletes And Singers Have Coaches. Should You? | Coaching in Education for learning and leadership | Scoop.it
Getting better at something you're decent at, isn't as easy as it sounds. Consider driving. A skill you likely learned as a teenager. Within a few hundred hours under the wheel, you went from a petrified know nothing to a competent and predictable driver.
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How To Turn Conflict into an Energy Source

How To Turn Conflict into an Energy Source | Coaching in Education for learning and leadership | Scoop.it
Ask anyone about “conflict” and you’ll most likely hear negative descriptions such as: painful, damaging, draining, upsetting, disrespectful, demeaning and relationship-destroying.
Most people dread conflict and can’t imagine how they could turn conflict into an energy source because they don’t understand what it really is.
Conflict is simply energy – the energy caused by a gap between what you want and what you are experiencing. The energy of conflict can be misused in “drama” or it can be harnessed to create something positive and useful.

Via David Hain
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David Hain's curator insight, April 22, 4:33 AM

Healthy conflict is invariably a good thing - took me too long to realise this! Good article on why here.

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Study: Stress in the Workplace

Study: Stress in the Workplace | Coaching in Education for learning and leadership | Scoop.it

The No. 1 source of stress is ‘unclear goals’

Clarity is key.


41% of workers say having unclear goals is their top source of stress. The next-most popular responses were “commute” and “bad manager” (tied at 16%), followed by “difficult co-worker” (14%) and “too long hours% (13%).

An across-the-board problem. “Unclear goals” was the most popular response across every gender, department and age group.


Via Mel Riddile
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4 Impressive Ways Great Leaders Handle Their Mistakes

4 Impressive Ways Great Leaders Handle Their Mistakes | Coaching in Education for learning and leadership | Scoop.it
All leaders make mistakes. To be human means to mess up once in a while. But the difference between good leaders and great ones lies in how they handle those mistakes.

What are you modeling to those around you when you make a mistake? Your team will be watching, and what they see will affect their relationship with you and the level of trust they hold for you, so it's important to get it right. Here are four simple but impressive ways you can demonstrate great leadership when you make a mistake

Via David Hain
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David Hain's curator insight, April 25, 9:17 AM

Good advice on how not to make mistakes with mistakes!

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You’ll Seriously Regret These Life Choices Forever And What to do About Them

You have every opportunity to make the most of the life you have right now. Your choices today will determine the number of regrets you will have in the next ten years. You could spend quality time…
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How to handle feedback that makes you go "Ouch!"

How to handle feedback that makes you go "Ouch!" | Coaching in Education for learning and leadership | Scoop.it
I've done it, and if you've ever got a stack of feedback forms after a presentation, you've probably done it. You go through all the feedback forms ignoring the "Great job" "Learnt a lot" comments and go straight for the form that declares: "That was a load of mumbo jumbo". And then you flagellate yourself. You obsess

Via Ariana Amorim
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OMG Becky. PD is Getting So Much Better!!

OMG Becky. PD is Getting So Much Better!! | Coaching in Education for learning and leadership | Scoop.it
The sit-and-get, one-size-fits-all model is disappearing. Taking its place are these 9 alternative models for teacher professional development.

Via Maggie Verster
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Coaching School Principals

Coaching School Principals | Coaching in Education for learning and leadership | Scoop.it
In 2014, the New York City Department of Education’s Office of Leadership created the New Principal Support (NPS) program to reduce turnover and help experienced principals grow.
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High-performing teams: A timeless leadership topic | McKinsey & Company

High-performing teams: A timeless leadership topic | McKinsey & Company | Coaching in Education for learning and leadership | Scoop.it
CEOs and senior executives can employ proven techniques to create top-team performance.
Les Howard's insight:
Article has many insights into what makes a team great as opposed to a team of great individuals
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The three stages of leadership | London Business School

The three stages of leadership | London Business School | Coaching in Education for learning and leadership | Scoop.it
How do we promote our leaders? How do we decide that a person is ready to take on a role with a brand new remit and unfamiliar responsibilities? We do it trusting that a person will succeed, based on often nothing more than a hunch. “But wait!” I hear you cry. “People are promoted based on their success in their current role. It’s how it works everywhere.” This is true. People are promoted to the next level based on their previous performance. But does this make sense?

Via David Hain
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David Hain's curator insight, January 8, 6:23 AM

Leadership transitions are notoriously difficult and often unsupported - hence, many failures and much potential lost. This insightful framework could help...

Ian Berry's curator insight, January 8, 11:18 PM
I think there are 3 more foundational stages that everything else flows from self-leadership, leading for others and leading for leaders
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The science of setting goals

The science of setting goals | Coaching in Education for learning and leadership | Scoop.it
How to make New Year's resolutions that actually work out this time.

Via Ariana Amorim
Les Howard's insight:
Great insight for this time of year
 
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Smart Leaders Focus on Execution First and Strategy Second

Smart Leaders Focus on Execution First and Strategy Second | Coaching in Education for learning and leadership | Scoop.it
Four things to focus on.

 


We found the perfect strategy” ranks with “And they lived happily ever after” as a perpetual myth. A strategy is never excellent in and of itself; it is shaped, enhanced, or limited by implementation. Top leaders can provide the framework and tools for a team, but the game is won on the playing field. When a strategy looks brilliant, it’s because of the quality of execution. A dumb idea is the one you fumble in the field by missing critical details, like how customers would react or what competitors might change while you’re still picking up the ball.


In decades of teaching executives at Harvard Business School and interviewing CEOs for my research, I’ve observed that savvy leaders whose strategies succeed tend to focus on four implementation imperatives:


Question everything. When Apple launched the iPhone in 2007 with AT&T as exclusive service provider, telecom giant Verizon decided to launch its own smartphone. It knew it had to act fast, so top leaders began by challenging major assumptions about how they operated. Instead of do-it-ourselves, they worked with Google and Motorola. Instead of we-know-better, they used their partners’ capabilities and shared data. Instead of waiting for every step to be finished before proceeding to the next, they worked on many fronts simultaneously. They created an excellent product in record time, in time for launch in the 2009 holiday season. In the two months post-launch, Droid sales even outpaced the iPhone’s launch numbers. Verizon would not have been able to so quickly and successfully change its strategy without being willing to question and overhaul traditional organizational structures.


Via Mel Riddile
Les Howard's insight:
Very interesting article by Rosabeth Moss Kanter
 
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