Coaching and mentoring School Senior Leader Level 7 Apprenticeship
Welcome & Introductions (PowerPoint will be shared & a Podcast will be available for each session)
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Aim
AIM & OBJECTIVES
To explore how coaching and mentoring can be used to develop people, strengthen relationships and support high-performing cultures.
Objectives • Explore coaching and mentoring techniques and consider when different approaches are most appropriate. (K18) • Consider how coaching and mentoring can build engagement and contribute to highperforming, collaborative cultures. (K10) • Practise giving and receiving constructive feedback, building confidence, trust and appropriate challenge. (S15) • Apply coaching and mentoring approaches to lead and influence people and strengthen working relationships. (S17) • Reflect on how coaching and mentoring can support your own development and that of others. (B5)
Coaching, mentoring …or leading?
When someone brings you a problem, what do you instinctively do? Tell them what you think they should do? Share what has worked for you? Ask questions to help them think it through? Challenge their assumptions? Help them explore different options? Step back and let them find their own way?
Breakout • Catch up • Discuss the following prompts and prepare to give feedback
Discuss The leadership challenge Knowing when to coach, when to mentor - and when neither is appropriate.
Discussion Think about the people you lead. • Where might you be coaching when mentoring would be more useful - or giving advice when coaching would create greater ownership?
The approach you choose may depend on… • • • • • •
The individual’s experience, confidence and capability The nature and urgency of the issue Whether expertise or independent thinking is needed The level of risk involved The purpose of the conversation The degree of ownership you want to create
Personal reflection… • Where do you naturally tend to operate on the continuum? • What might cause you to move along it?
Coaching and mentoring models… …a framework, not a script
Coaching and mentoring models can help to… Give a conversation purpose and structure Keep the focus on the other person’s thinking Prevent conversations becoming unfocused Support challenge, reflection and action Provide something to return to when a conversation gets ‘stuck’
A selection of six coaching and mentoring models
A selection of six coaching and mentoring models
A selection of six coaching and mentoring models
A selection of six coaching and mentoring models
A selection of six coaching and mentoring models
A selection of six coaching and mentoring models
Breakout • Catch up • Discuss the following prompts and prepare to give feedback
Discuss Compare the six approaches/models • Which model would you be most likely to use in your leadership practice and why? • Which model might be useful in a different situation or with a different individual? • What are the limitations or risks of relying too heavily on any one model? Is the skill in using the model… …or knowing when to move away from it?
Which model would you be most likely to use in your leadership practice and why?
Which model might be useful in a different situation or with a different individual? What are the limitations or risks of relying too heavily on any one model? Is the skill in using the model… …or knowing when to move away from it?
Coaching and mentoring in practice
Working in triads You will take turns in three roles:
Coach/mentor Hold a genuine coaching or mentoring conversation using whichever approach you consider appropriate. Coachee/mentee Bring a real leadership challenge, decision or development issue that you are comfortable discussing. Observer Observe the conversation and prepare objective, evidence-based feedback.
Each round = 15 minutes • 10 minutes – coaching/mentoring conversation • 5 minutes – observer feedback Then rotate roles. 3 rounds = 45 minutes
Before you begin:
• Agree confidentiality within the triad • The coachee/mentee decides what they are comfortable sharing • You may use one of the models, combine approaches or work without a formal model The aim is not to demonstrate a model perfectly… …it is to have an effective conversation
Each round = 15 minutes • •
10 minutes – coaching/mentoring conversation 5 minutes – observer feedback
Then rotate roles. 3 rounds = 45 minutes Before you begin: •
• •
Agree confidentiality within the triad The coachee/mentee decides what they are comfortable sharing You may use one of the models, combine approaches or work without a formal model
The aim is not to demonstrate a model perfectly… …it is to have an effective conversation
Coach/mentor Hold a genuine coaching or mentoring conversation using whichever approach you consider appropriate. Coachee/mentee Bring a real leadership challenge, decision or development issue that you are comfortable discussing. Observer Observe the conversation and prepare objective, evidence-based feedback.
Are you making conscious choices with your style of questions and prompting?
Connecting to your EPA Coaching and mentoring sits within the Professional Discussion theme: Team working and development Be ready to discuss examples of how you have:
• Used coaching and mentoring to build engagement and develop a collaborative, high-performing culture • Led and influenced others while building constructive, trusting relationships • Used feedback and appropriate challenge to develop confidence • Encouraged continued professional development for yourself and others • Evaluated the impact of your coaching or mentoring on an individual, team and the wider organisation Think evidence, not theory: what did you do, why did you do it… …and what difference did it make?
From today’s practice to your leadership Consider one person, team or situation where a coaching or mentoring approach could make a difference.
• What are you trying to develop or change? • Would coaching, mentoring or a combination be most appropriate? • What might you need to do differently as the leader? • How will you know whether your approach has made a difference?
Aim
Reflection…
To explore how coaching and mentoring can be used to develop people, strengthen relationships and support high-performing cultures.
Objectives • Explore coaching and mentoring techniques and consider when different approaches are most appropriate. (K18) • Consider how coaching and mentoring can build engagement and contribute to highperforming, collaborative cultures. (K10) • Practise giving and receiving constructive feedback, building confidence, trust and appropriate challenge. (S15) • Apply coaching and mentoring approaches to lead and influence people and strengthen working relationships. (S17) • Reflect on how coaching and mentoring can support your own development and that of others. (B5)
Learn. Share. Grow.
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