Tuesday, October 21, 2014
Are you a coach or a manager?
How do we direct staff properly? How do we handle sensitive staff that could be easily offended? "The Visionary Director" gives us many great strategies and ideas on how to effectively train and oversee staff. One of the most beneficial pieces of the chapter to me was the part that said that in order to effectively train and oversee staff one must assume the role of a coach rather than a manager and not just any coach but the book uses the specific example of a pregnancy coach, one who will encourage and support and give feedback and respect. By doing this you are able to help build and prepare teachers for what they will face but also build a positive relationship with the teachers. I think that another strategy that I see being effective was how the book said to approach training's as a time of reflection, whether it be on the children's development or even the development of the staff. It is also important to remember that we should not just focus on the weakness of ourselves and others but unstead reflect on strengths to. The book stresses the fact that water runs down stream in the sense that if the teachers are not happy and properly trained the experience of the children will be directly effected.
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Aloha Johnathan,
ReplyDeleteHow do we handle sensitive staff that could be offended? this is a great question as a director you are there to handle situations and deal with people who can be very different from you, how do we consider their personalities and way of thinking?
When thinking of a director and the aspect of coaching and mentoring, what happens if a director lacks in this role? How will it affect the program, staff, children, and families? How will you better yourself in this area?
If a director isn't able to help build and prepare teachers, and create that positive relationship, how will the program run? Even directors have weaknesses but can they be shown or are they already seen. I agree with you that we should not focus on the weakness of others and ourselves, but when there are weaknesses that's the first to target, how will you as a director build upon strengths rather than weaknesses?
mahalo for your post.
kalama
Hi Johnathan,
ReplyDeleteYou mentioned that we should "approach training as a time of reflection."
Were you properly trained by the school you work? Where I work I learned on the go, day by day the teachers helped me to figure it out, but we don't have proper training. We have an initial lecture about schools rules and procedures, but it is very general. Maybe I wasn't trained because I already had many education credits+ years of experience, I'm not sure.. It made me wonder how other schools operate.
I echo Kalama's questions as well, and wonder how can we not target weaknesses? As human beings we are usually focused on our own and other's flaws.
Do you see your director as a coach or as a manager?
Trainings as a form of reflection i think is a great way to have open communication, instead of it being like a lecture on what to do trainings should be organized in a way where it is open ended and collaborative. What are ways you think proper training with an emphasis on staff involvement can work?
ReplyDeleteHi Maika,
ReplyDeleteYou note the connections between the director, teachers, and children -- how might you as director further these connections in order to create a program where the image of the child and teacher is as capable? Does it begin with the director? How might you imagine a director coming to view children and teachers as capable? Does it relate to viewing the director as connected to the children and teachers? Is capability only viewed when trust is present? What policies and practices support this view?
On the other hand, what moves down the stream when the director is all-knowing and all-powerful? When teachers are viewed as incapable? When control is paramount? And thinking and questioning are secondary if present at all? What moves down to children?
Cheers,
Jeanne
Hi Jonathan,
ReplyDeleteI think that a director does need to know the sensitivity of their staff members. How well does a director know the staff members? How close is their relationship? Can the teachers rely and trust the director? I agree that focusing on the positive things that the staff is doing will help. I also think that the director should ask if the staff needs help or any resources. I personally see myself for of a coach than a manager. I believe that encouragement and preparing the staff for what they may encounter is very important.