Dec. 15, 2024
Episode 9: Coach'EM Up Leadership Series: Bridging Coaching and Educational Leadership
Fan Mail! Discover the intriguing connections between coaching and educational leadership as we navigate a journey that began on the football field and led to the halls of education. Inspired by a transformative conversation with my wife's grandfather and drawing from a rich military background, I share my personal evolution from sports coaching to becoming an educational leader. Together, we'll bridge the gap in leadership training and explore setting a powerful vision for schools, translati...
Discover the intriguing connections between coaching and educational leadership as we navigate a journey that began on the football field and led to the halls of education. Inspired by a transformative conversation with my wife's grandfather and drawing from a rich military background, I share my personal evolution from sports coaching to becoming an educational leader. Together, we'll bridge the gap in leadership training and explore setting a powerful vision for schools, translating big ideas into actionable steps, and collaborating with staff for impactful school improvement.
As we venture into the core elements of effective educational leadership, instructional leadership takes the spotlight. Hear insights on fostering a growth mindset among staff, encouraging reflective practices, and staying ahead with educational trends like APL, Marzano, NEE, and Danielson. We delve into the art of communication, emphasizing the value of building a strong school community, engaging with parents, and using social media to rewrite narratives from challenges to opportunities. Learn about resource management, district processes, and the power of data-driven decisions in crafting policies that bring about positive change.
In the final segment, we shift focus to coaching models that revolutionize educational leadership. Explore the application of models like GROW, the five C's, and CLEAR, which have been pivotal in tackling issues like school attendance. Transformational and situational leadership styles underscore the importance of a vision, relationship-building, and adaptive support for staff. As we launch the "Coach them Up" series, your feedback will be instrumental. Together, let’s aim for continual improvement, nurturing a community of strong, impactful educational leaders, striving each day to be 1% better.
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01:15 - Educational Leadership and Coaching Parallels
08:03 - Key Elements of Educational Leadership
21:13 - Coaching Models in Educational Leadership
34:16 - Feedback and Future Growth
WEBVTT
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Welcome educational leaders.
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I am so glad to have you here today.
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Today we're going to begin to focus on the role of an educational leader and then kind of look at some parallels between coaching and educational leadership.
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So those are a couple of different things that we're going to talk about today.
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So, if you guys don't know my story, I started an education to be a coach.
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I was not anywhere thinking about becoming an educational leader.
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I'm thinking, you know what?
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I got an education because coaching was my calling, and that's kind of where, where I was at.
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Yes, my heart is in coaching.
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I love it.
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I love how you can take a, take players, help them develop their skills and see them go out either on the field In my case I coach football, wrestling and track but either they were on the field or on the mat or they were on the track or field event succeeding because of the things you taught them.
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Those are things that I really, really enjoyed about coaching.
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Then I started putting this connection together.
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Enjoyed about coaching.
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Then I started putting this connection together.
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Hey, you know, if I do a good job coaching, I should be a pretty darn good teacher.
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And so I got the same satisfaction when a kid got something right on a math test that I did, when someone did really well in the football game or the wrestling match that they competed in all because I helped them achieve a goal that they were aiming for, and so that's kind of where my passion is.
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I don't look at myself as an educational leader and really I never thought about becoming an educational leader until my wife's grandpa sat me down and he said, jeff, you're more than a football coach, you're more than a teacher, you need to be a leader.
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And that really like stuck with me because I never thought like, oh, become a principal.
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And that's when I decided, you know what, maybe down the road someday, when the opportunity arrives, I can become that educational leader.
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But he saw something in me that I didn't even see in myself, and so I have this passion of how to connect what I do as a leader and how I coach kids or athletes and this setting as an educational leader.
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My people that I'm coaching up are my teachers and my staff, because there is a correlation to when you help your teachers and your staff become the best they can be at their job.
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It's going to directly affect those students and their achievement.
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So my job is to really coach them up, and I do that in a lot of different ways.
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And so before we really get going in this, you know I wanted to kind of tell you that story, kind of how you know, over the years I've really honed in on different coaching strategies and different things that I learned as a coach and then how I'm applying them to as a leader.
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Now I also have some other background.
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I think helps me as an educational leader is I was in the military for eight years.
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I was in the Army Reserves and I spent eight years and I actually left as a sergeant.
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I was a non-commissioned officer and in the military they have you do leadership training and do all that kind of work to make you a better leader.
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And I get into the field of education.
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There's not a lot of training.
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There's a lot of schooling.
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You go to school, you get the degree, but there's not a lot of training, not a lot of help out there for educational leaders.
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And so that's kind of the overall goal of this podcast is to help educational leaders become better leaders, and if I can help you in any way, I will do that, and so I'm going to utilize my experiences and I'll probably use other people's experiences that I have seen or witnessed throughout my time as an educational leader, because I think these stories are important, connecting with people on a level to where you know we can help each other and create a community of leaders so we can become strong together.
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So let's, let's kind of get into this here.
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So, what is an educational leader?
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Okay, an educational leader I mean they basically are the people that are in charge of the school.
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They're managing all the things, the things, and they're making sure things are staying where they need to go.
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Now there are six things we're going to talk about that an educational leader or the role of an education leader has, and it's not just disciplining students, it's not just, you know, making sure people are compliant with what you do, but there's things that educational leaders have to think about as well, and so some of these things is vision.
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The educational leader sets the vision for their school.
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They set the vision for their school district.
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If they're a superintendent, whatever role that educational leader is in they set the vision for what they are in charge of, and so they are leaders.
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They plan, they dream, they want to balance these big ideas but at the same time you've got to have actionable steps that create meaning and foster a learning environment.
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You can't just have an idea and just hope it comes up.
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You actually need to work with your staff and your teachers and collaborate with those ideas.
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And so a big piece of being an educational leader you've got to be a lot of vision.
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What do you envision your school to be when I become an educational leader?
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At first I didn't know what my vision was, and it took me a while, you know, coming into the position I am now.
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You know I was a small town rule principal for four years and now I'm in more of a like suburban um style or urban suburban um school district now, which it's much bigger um, they have a lot more things going on, systems and things that are in place, and so it took me a while to figure out what is the vision for that school.
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So I did a lot of my first year sitting back watching see how things go, working, with the staff collaborating, and we made a lot of strides and so we set out a vision.
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But my vision is actually for the school runs through my school improvement team, because we go school runs through my school improvement team because we go, hey, what problem do we want to solve?
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And then we solve it, and then we work together to do that.
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And that is really, really important to do when you have those visions, because you got to have people that will support the vision that you are having.
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So vision setting is a huge, huge thing that you do as a principal.
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So vision setting is a huge, huge thing that you do as a principal.
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Really big thing that some people don't think about is instructional leadership.
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As a principal, you have to be able to help your staff become better at their jobs and you have to be an instructional leader.
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So one of the things I did, knowing that someday I'll be a principal, I got a curriculum and instruction masters to where I can help grow my teachers.
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Now I want my teachers to have a growth mindset.
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I have a growth mindset, you know, and not everybody has one, but I want them to understand as long as you're trying to get better, that's all I can ask for.
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And so having a growth mindset as an instructional leader is super important because you can really have those honest conversations with staff when they are the hard conversations.
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Hey, you know you do things really well, but here's some things we can do better.
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But at the same time you want them to kind of own what they can do better.
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So I do a lot of reflection with my staff.
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I go, hey, what are some things you feel like you can get better at?
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And for me I like to do that because I like to hear what they have to say and a lot of times what I'm thinking.
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They're saying it because they know what they got to do to get better.
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My job is to support and help them get better within that set.
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So instructional leadership is really, really important.
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You have to stay on top of the trends.
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You got to stay on top of the different practices that are out there.
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You can name a lot of different models.
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There is the APL model, the Marzano, the Danielson, you know the Network for Educator Effectiveness.
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Those are all different models or instructional models, but they all basically do the same thing they help teachers get better at teaching, because good teaching is good teaching and you know it when you see it as an educational leader.
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Another thing that we do is build communities or community building.
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So we don't want to just lead and be authoritative, we actually want to build people.
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We want to build our staff so they can build the students, but we also want to bridge the gap between community members, with parents having really good communication with those people branching out into the community, having good communication with them and then help them share into the vision of the school.
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When I got to the school I'm at, there was a lot of negativity about the school I was at, and so one of the things we wanted to do is put out a positive image, and so we utilize our social media platform to show all the awesome things that our school is doing, and that's really helped change the narrative in the last two and a half years at our school, because they aren't just, you know, thinking, oh, that's a big school, they have all these problems.
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They're like, oh, they're a big school and they have all these opportunities.
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That's a big difference, going from we have all these issues to we have all these opportunities, and that's basically because we have some dedicated people that are going to put out the positive things about our, about our school and show it in a positive light, because you hear all the negative stuff on on tv and so you want to make sure people understand what you do is a positive thing and it matters and and the kids enjoy being at school and all the great opportunities they have when they're here.
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So building community is super, super important.
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As an educational leader, also learning how to manage your resources.
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So some things.
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There is you have to understand how your budget works.
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You got to understand, hey, what is the process your district has when something breaks down.
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Who do you go?
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What are the contacts, who are the people?
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Depending on what's going on, depending on who you talk to.
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I work with a district office cabinet.
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Each one of them has a specialized area and so, depending on the situation, if I need some support, I will go to whoever that director is and help them, or have them help me.
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Get know, hey, the custodial staff got what they need.
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Rooms are clean, you know when something breaks.
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You got to figure out who.
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You know where it needs to go.
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You got to put it a work order.
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I mean, there's so much going on in a given day.
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That's why I love being an educational leader, because when I go to work, every day is an adventure, because you think you're going to have a normal day.
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You don't.
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You have something that hits you every day.
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It could be a student issue, it could be a staff issue, it could be something's breaking down.
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I mean, you're doing triage throughout the time that you're in the building being a principal, so you have to understand how to manage those things and really help people help themselves, find some solutions, because you don't have time to think for everybody all the time.
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But at the same time, you want to also learn how to empower your teachers so they can do the things and find solutions as well, because you want to help them, but you also want to empower them as well.
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So, being able to manage those things and making sure you are providing the support for your staff and your students.
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Now data-driven decisions.
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This one's huge, all right.
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So when it comes down to data-driven decisions, you need to support the systems and the things you have in place at your school with data, because the data is going to help drive the change in your school and you've got to be able to go hey, if this is the data I need, that's the marker, that's the measure you're going to have when you want to measure whatever that initiative is or whatever that school improvement or policy change is.
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So one example I can give you right now our attendance policy is brand new.
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We had some other things implemented before that.
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But I look at daily average attendance rates and chronic apteism rates.
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Those are my markers on how well the attendance policy is doing or how effective it is.
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So I look at those things, you know, every two, three weeks so I can figure out okay, are we trending in the right direction?
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I am happy to report almost done with the first semester are trending in the right direction, and I also talked about our attendance policy and apteism in my last episode, or in episode eight, producing chronic apteism.
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So if you haven't checked that out, go ahead and check that out so you can hear more about that story.
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So, making data-driven decisions and what I have done is I utilize my school improvement team to do that.
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I have almost at least one representative from every department in the school and they help drive the change in the school because they're the ones at the forefront.
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They're going hey, these are the issues, these are things we want to solve.
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And we go look at the data.
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Okay, yep, we're something there.
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How are we going to do it?
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We look around, we research, we find other people that are doing different things.
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We bring it together, we collaborate and then we solve the issue.
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And so that's been one of the my, I guess, more proudest things as a principal here is being able to collaborate with those teachers.
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And be able to do those things has been really, really awesome.
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And the last thing really you have to think about as your role as an educational leader is human connection.
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You've got to be able to connect with your staff.
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You've got to be able to connect with your students.
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You've got to be able to connect with the people in the community.
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You can't well, I'm just going to be honest you can't be a hermit and sit in your office, because you can't lead sitting behind a closed door.
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It just doesn't work very well.
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So you have to be visible, you have to get out, you have to communicate, you have to be present with your teachers, with your staff, with your students and with community members.
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Because guess what?
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You guys are a team.
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You work together to create the environment you want and to create the outcomes you want, and you cannot do this job as an educational leader without those people, because if you think you're just going to come in and tell people what to do.
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They're going to show you the door.
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I mean, that's just the bottom line.
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So you have to learn to work and collaborate and work that buy-in of when those things need to come.
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So that's kind of the six things that you kind of need to know when you're an educational leader.
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If you can just look at those six items, which is vision setting, instructional leadership, community building, understanding how to manage your resource, data-driven decisions and human connection, you start working on those things.
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You're going to start being a more effective educational leader, and it's something I had to learn over time.
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I wasn't taught it.
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I had to learn by mistakes.
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But's not I didn't, I wasn't taught it.
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I had to learn by mistakes.
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But learning by watching and growing and watching other people do the job as well, and so my biggest takeaway is, as an educational leader, is watching other people do it and understand what to do and what not to do, and that's how I learned.
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But as an educational leader now what I want to do is give back and start coaching people up.
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I want to coach the next generation of educational leaders so they don't have to struggle, so they can be empowered and ready to go.
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I want to coach the next generation of awesome teachers.
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I want to help those teachers become so good that when it doesn't matter which teacher sits in that classroom with that student, they know they're getting a high-quality teacher.
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And that's kind of what drives me is I want to coach those teachers up because when they're good, they're going to teach those kids and those kids are going to get a lot of good results because you have dynamic teachers.
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And so you only do that if you take an approach where you're taking more of a coaching approach instead of a dictatorship or authoritarian coach.
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A lot of people will call it a transformational leadership, and that's kind of going to lead us into the next set of things we're going to talk about.
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The next thing we're going to talk about is some parallels between coaching and educational leadership, and so there are coaching models.
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Okay, they're out there.
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I mean, some of you might've heard some of these coaching models, um, so these coaching models are basically leadership models that coaches have used to help individualize um skill sets, to help their athletes um become better at whatever skill they're trying to get better at, so they can become a more cohesive team and meet the goals that they want to do.
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Now I'm telling you, when I was a coach, my goal was to be the best coaches.
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I want to be, but you wanted to win.
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I mean you just flat out wanted to win and you wanted to make sure you equipped your athletes with everything they needed to go out there and perform and win.
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And so that's kind of your goal.
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I mean you want to help those kids be successful and in sports it's about winning.
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Yes, you build character, you do all these other things and all those things are important.
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But at the same time, when you're an educational leader, how are you going to support so your teachers can win?
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They could win in the classroom, they could win when those kids are there and they can make sure they're learning the things they need to learn, so those students could win.
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Winning looks different at an educational leadership thing.
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Coaching, you don't have games and scores, you have test results.
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You have, you know, in Nebraska we have A-Quest.
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You got to look at that and know how things work.
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But there's different ways to be measured.
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As a school and as an educational leader, you want to win at those things and way to win is to coach up your teachers and your staff.
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That's so important.
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So let's talk about some of these coaching models.
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One of these coaching models you might have heard of them is the GROW model.
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Okay, it's goal setting for G, reality check for R, option exploration for O and will to act for W.
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Well, it kind of sounds like you know.
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A lot of these growth models or these coaching models are very similar.
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There's going to be a goal setting piece.
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There's going to be hey, we got to get real with what we're doing.
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We have to have options, we got to be able to know how to accomplish that goal and then we got to act on that.
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I mean, that's one model.
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Another model is the five C's so you might have heard of this one as well where you have to bring clarity to the issue.
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What is the context?
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What are you figuring out?
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What are the choices to help with that situation?
00:20:00.762 --> 00:20:02.333
What is your commitment?
00:20:02.333 --> 00:20:04.840
You know you have to commit to doing something.
00:20:04.840 --> 00:20:06.953
And then what's the challenge?
00:20:06.953 --> 00:20:10.102
So I can go back to our attendance policy.
00:20:10.102 --> 00:20:17.448
We knew there was an issue with our attendance because our daily average attendance rate and our chronic apathy, ism, showed it.
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I mean, our our rates were not as good as we like them.
00:20:21.936 --> 00:20:34.458
We ended the year at 85% daily average attendance and around 40, 40, 44 percent I have more like 44 percent chronic apathy ism in our school last year.
00:20:34.458 --> 00:20:38.330
Now that was the problem.
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Now, how did we fix it?
00:20:39.976 --> 00:20:41.280
We collaborated.
00:20:41.280 --> 00:20:49.335
We actually worked with another school district that was going through some of the same issues and so my assistant principals worked really closely with their assistant principals.
00:20:49.335 --> 00:20:53.028
And then we took the information to our school improvement team.
00:20:53.028 --> 00:21:03.248
We looked at it together, refined it, we made it ours, we took what somebody else was doing, we made it ours, we, we had a template, we had something to kind of go off of.
00:21:03.248 --> 00:21:08.930
But then we had to take that information and go, okay, this is what we're going to get tied on, this is what we're going to do.
00:21:08.930 --> 00:21:22.073
And then from there I had to take it up to the cabinet or superintendent at our district office and say, hey, we'd like to meet with you guys, we want to show you what we've been working on with the school improvement team.
00:21:22.073 --> 00:21:25.038
We sat them down, we showed them our new attendance policy.
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How is it going to work?
00:21:25.946 --> 00:21:28.512
You know what's the goal, what's the purpose.
00:21:28.512 --> 00:21:29.836
We went through all that.
00:21:29.836 --> 00:21:34.676
The superintendent or cabinet was like, wow, we really like this this thing with us will work.
00:21:34.676 --> 00:21:37.692
So we take it to the school board, we present it to them.
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The school board goes hey, we will support you.
00:21:40.622 --> 00:21:44.311
So we were able to create this new policy, taking all these steps.
00:21:44.311 --> 00:21:46.938
I couldn't have done that by myself.
00:21:46.938 --> 00:21:52.038
It took a team of people and a lot of people working together to get that accomplished.
00:21:52.505 --> 00:21:55.209
Now let's fast forward to almost the end of this semester.
00:21:55.209 --> 00:22:01.799
We are up 3.39% our daily average attendance from this time last year.
00:22:01.799 --> 00:22:05.234
Like we're already up, you know a pretty good amount.
00:22:05.234 --> 00:22:10.297
We actually decreased chronic aptitude 8.4%.
00:22:10.297 --> 00:22:14.240
So that is in one semester.
00:22:14.240 --> 00:22:15.605
We had some gains.
00:22:15.605 --> 00:22:22.334
So we're really, really excited to see how it's going to end when we get done with school at the end of this year.
00:22:22.505 --> 00:22:24.150
So I don't know, you have to stay tuned.
00:22:24.150 --> 00:22:29.431
I might give you guys a report on that later, but these growth models are things.
00:22:29.431 --> 00:22:36.353
That's kind of an example of how you can utilize these growth models within a leadership team or a school improvement team.
00:22:36.353 --> 00:22:39.650
One of the other growth models is a clear model.
00:22:39.650 --> 00:23:04.599
Know the cycle of contract contracting, listening, exploring, action and reviewing, and so there's always a continuous improvement model, and so these coaching models are things you can actually apply into your educational leadership, and so I want to see you could kind of see how the coaching models and the different things you do as a coach, you can do them as an educational leader.
00:23:04.599 --> 00:23:06.151
You just do it in a different way.
00:23:06.151 --> 00:23:19.964
Instead of having athletes, you're going to have teachers and you're going to have staff members, because what they do is they're going to impact your students and there's actually research that shows that that is how you impact student achievement.
00:23:19.964 --> 00:23:26.102
As a principal is to make sure your teachers are up to being the best they can be and having that growth mindset.
00:23:26.102 --> 00:23:27.486
So those are really important.
00:23:27.746 --> 00:23:38.459
So, when it comes to leadership models, the best leadership models to use while you are coaching up your leaders is being a transformational leader.
00:23:38.459 --> 00:23:40.971
All right, you want these transformational leaders.
00:23:40.971 --> 00:23:41.394
They have a vision.
00:23:41.394 --> 00:23:42.584
Right, these transformational leaders, they have a vision.
00:23:42.584 --> 00:23:47.696
Okay, these transformational leaders, they build relationships, they're motivated.
00:23:47.696 --> 00:23:58.518
These transitional leaders are the type of people you want in place to be able to do the educational leadership role effectively.
00:23:58.518 --> 00:24:02.027
So becoming a transformational leader is super important.
00:24:02.407 --> 00:24:14.766
Now I would like to spin off on that, because, as great as being a transformational leader is, you also have to understand situational leadership, because you got to understand how your staff works.
00:24:14.766 --> 00:24:19.173
You got to understand how they think, you got to understand how you can help them.
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And so every situation may not be dealt with or worked through the exact same way, but the more you work through with situations with your staff, you're going to understand for the next time.
00:24:32.951 --> 00:24:39.925
Hey, I remember when this person went through this and this is how we support them and this is how we got them through and how we helped them get better.
00:24:39.925 --> 00:24:46.138
Oh, I have another teacher having the same type of issue so I could run that same process with them.
00:24:46.138 --> 00:24:47.567
And that takes time.
00:24:47.567 --> 00:24:53.788
Okay, it takes time for you to learn your staff know how they are and help, know how you can help them.
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But that's only if you actually get out, build relationships and you know your staff very, very well.
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