Coaching Others to Achieve A Vision

1
Coaching Others to Achieve A Vision

• Summer Leadership Institute
• August 2006
• Julie McClure Annette Zucconi-Montez

Sonoma SERVES
2
A few words on Coaching

• Leadership is lifting a person's vision to
  higher sights, the raising of a person's
  performance to a higher standard, the building of
  a personality beyond its normal limitations.
  (Peter Drucker)
• Coaches have to watch for what they dont want
  to see and listen to what they dont want to
  hear. (John Madden)
• An empowered organization is one in which
  individuals have the knowledge, skill, desire,
  and opportunity to personally succeed in a way
  that leads to collective organizational success.
  ?(Stephen Covey)
• Management is efficiency in climbing the ladder
  of success leadership determines whether the
  ladder is leaning against the right wall.
  (Stephen Covey)

3
Question

• What challenges do you face as coaches and
  leaders for your after school programs?

4
What does a good coachlook like?

• Imagine the person in your life that had the most
  impact on you as a leader or coach figure.
• What are the characteristics that this person had
  as a leader?
• Share with your group.

5
Coaching
What does a Good Coach Look Like?

• Positive
• Enthusiastic
• Supportive
• Trusting
• Focused
• Goal Oriented

• Knowledgeable
• Observant
• Respectful
• Patient
• Clear
• Assertive

6
Coaching

• Positive
• Leaders job is NOT to correct mistakes, find
  fault or assess blame
• Get productivity without resentment or excuses
• Instead of I need try What can I
• Model for the students how they should feel about
  their after school program

7
Coaching

• Enthusiastic
• Leader sets the tone, especially with youth
• Bring energy, not too cool for school attitude
• Sometimes YOU need to be the cavalry
• Dont forget the importance of silliness

8
Coaching

• Supportive
• Not just a pat on the back or a kind word
• Give staff tools, time, instruction and answers
• To lead you must have their backs
• Bring the heart of a servant to the workplace

9
Coaching

• Trusting
• Trust is a two-way street
• No one is perfect or infallible
• Give the benefit of the doubt, but check it out
• Dont keep someone who proves untrustworthy,
  dishonest or apathetic

10
Coaching

• Focused
• Stay specific when coaching
• Dont be tempted to revisit the staff or
  students Hall of Horrors past mistakes
• Deal with particulars
• Keep tasks manageable

11
Coaching

• Goal-Oriented
• Assignments and projects have clear, definable
  goals
• Explain connection between task and goal
• Interpret the mission for the staff and students
  who make up the program

12
Coaching

• Knowledgeable
• Do you know your job?
• Respect and loyalty comes from knowing your job
  the best
• You cant support staff or students if you dont
  know what to do next
• Know your teams strengths, weaknesses, likes,
  dislikes, tendencies, etc.

13
Coaching

• Observant
• Get out from behind the desk and check it out
• You dont know whats really going on if youre
  not involved
• Pay attention to what is said and what is not
  said body language and tone

14
Coaching

• Respectful
• Differences should not just be tolerated but
  celebrated
• Avoid assumptions and cut some slack when
  appropriate
• Treat staff and students as they want to be
  treated
• Respect everyones human rights

15
Coaching

• Patient
• Not just a virtue, but a survival tool
• Nobody is trying to drive you crazy, they are
  just preoccupied like you
• Sometimes all that is needed is a little
  clarification or understanding
• Show them a different way if they dont get it
• To teach is to learn twice

16
Coaching

• Clear
• Dont become frustrated with slow connections
• Speaking louder doesnt help comprehension
• YOU take the responsibility for ensuring
  understanding

17
Coaching

• Assertive
• Managers still have to manage
• The buck stops with YOU
• You must convey a strong presence
• You can be boss without being bossy

18
Management Exemplary Practices

• 10-Minute Test
• What are you managing for and for what purpose?
• Is your management system people or paper
  centered?
• What impact do your management practices and
  style have on your staff?
• Do your practices support or inhibit your staff
  to achieve the purpose, vision and goals of your
  program?

19
Management Exemplary Practices

• Best Practices in Management
• Empower rather than supervise
• Support rather than monitor
• Remove barriers
• Honor and value people as individuals and
  understand their day-to-day
• Focus on solutions rather than problems
• Encourage active participation
• Reward creativity and innovation
• Expect and insist upon personal responsibility

20
Management Exemplary Practices

• Operating Principals
• Approach to promote mutual responsibility
• Expression of your core values in action
• Living contract
• Performance Agreements
• Involve staff in defining expectations
• Specify agreements on desired results
• Identify positive negative consequences
• Clarify support available

21
Management Exemplary Practices

• Accountability
• Model the behavior you want to see in your staff
• Use a system of tools (operating principals,
  performance agreements, regular performance
  reviews) to support success
• Do your best to ensure everything you do supports
  and enhances the vision, purpose, and goals of
  your organization.

22
Issues of the Day

• Pick the theme on which you would like to work.
• As a group, consider the following questions (20
  minutes)
• What are the barriers to resolving the issue?
• What resources/ideas could positively impact the
  issue?
• What is your role as a leader in resolving the
  issue?
• Share your strategies with the larger group.

23
Reflection

• Go back to your self assessment and select an
  area in your management practices that you want
  to work on when you get back to your program.
• Come up with at least one concrete step you are
  going to take away with you from this workshop.
• Share with the group.