Instructional Coaching doesn’t work if it is a mandated directive. If the administrator requires the teacher to work with a coach, it’s that administrator’s role to enforce that, not a coach. The coach needs to establish and build trust with his/her teaching colleagues. Working together, they collaborate and discuss beliefs and philosophies about teaching and learning. Through ongoing conversations, asking questions, and identifying goals that influence student outcomes, teachers and coaches discuss effective instructional strategies and how to make adjustments in teaching so that the goals are met.
Coaching works most effectively when teachers recognize where their strengths are, and which skills need to be strengthened. That recognition comes through reflection; that reflection creates change.
On the other hand, honest and open communication is what makes the difference between heavy and light coaching. Susan Scott (Fierce Inc. and contributing columnist to Learning Forward) says that “honest conversations are the cornerstone to building a culture of excellence” (JSD, December 2013). She believes that the most powerful practice to transform schools comes from ongoing conversations, the dialogue that either makes or breaks what happens in schools. Talking about practice in deliberate and intentional ways provides ample opportunities for colleagues to collaborate and learn from each other. Sometimes, the conversations are easy; sometimes, they are not. Either way, the ongoing conversations help teachers to continually grow and improve their craft.
What are some questions you ask your teaching colleagues to help them recognize their strengths and areas of need? How do you “pat and push” while “nagging and nurturing” your teaching colleagues?