Co-Teaching for Gap Closure Effective Coach Training

1. Co-Teaching for Gap ClosureEffective Coach Training Lexington, Kentucky April 22, 2013 Cohort 1 Schools

2. Objectives of CT4GC Initiative • Student engagement • Student achievement • Teacher’s ability to implement with fidelity Strategic Components • Continuous classroom improvement (CCI) • Co-Teaching • Evidence-based instructional strategies focused on reading/language arts and math • Student supports To increase… To implement…

3. Today’s Plan and Housekeeping • Introductions/Opening Activity • 10:00-2:00 (Lunch: 11:30-12:15) • Overview of the Day • Understand change complexity and • effective implementation • Understand effective coaching practices • Understand your role as a coach • Develop linkage chart • Travel Reimbursement • Questions

4. Today’s Do • Positive Interdependence • Face-to-face Interaction • Individual and Group Accountability • Group Processing • Self-Reflection

5. Today’s Act • Actions needing to occur for you to begin/refine your coaching practices • Identify next steps/process needed to implement effective coaching processes and practices

6. Today’s Study • +/Deltas • Surveys– survey monkey • Observation of processes in action (this fall)

7. Coaching: Today’s Training Perspective

9. Expectations Coaching and Implementation Checks Fidelity of Implementation Sustainability = Closing Achievement Gaps Collaboration, Communication, Customer Service

10. Effective Implementation Practices: What are they and how do we ensure sustainability?

11. Metacognitive Model Vision, Goals, Expectations Vision, Goals, Expectations

12. 8 Elements of Sustainability:Engines that Drive Schools Forward Moral Purpose Commitment to changing context at all levels Lateral capacity building through networks Accountability and relationships Deep learning Dual commitment to short-term and long-term results Cyclical energizing Leadership at all levels Fullan, 2005

13. Elements of SustainabilityEngines that Drive Schools Forward • Moral Purpose • Raising the bar and closing the gap of student learning • Treating people with demanding respect (supportive, responsive, and demanding) • Altering the social environment for the better • Commitment to changing Context at All Levels • Invest and develop “learning systems” • It’s the little things that matter • Build a community that nurtures new beliefs and practices • Lateral Capacity Building Through Networks • Learn best from peers- on-going and purposeful • Leadership is developed and mobilized • Motivation and ownership is local and deepened Fullan, 2005

14. Elements of SustainabilityEngines that Drive Schools Forward • Intelligent Accountability and Vertical Relationships • Balance of both to achieve results • Continuous, searching, and objective- never a status quo • Avoids overload, fragmentation, lack of coherence • Deep Learning • Collective responsibility • Collaborative culture of inquiry • Fosters deep learning for students Fullan, 2005

15. Elements of SustainabilityEngines that Drive Schools Forward • Dual Commitment to Short-Term and Long-Term Results • Short-term results builds trust for long term investments • Balance and Design • Cyclical Energizing • Sustainability is not linear but cyclical- energy and periodic plateaus • Be aware of energy levels (overuse and underuse) • Strategies need to be ever refined/tuned to continue to meet demands/plateaus • The Long Lever of Leadership • Leadership at all levels • Ability to see the big picture and respond in ways that affect the larger system Fullan, 2005

16. How can you use the 8 Elements to assist in your role as a coach? Three Step Interview- Each member of a team chooses another member to be a partner. During the first step, individuals interview their partners by asking clarifying questions. During the second step partners reverse the roles. For the final steps, members share their responses another team. Review the 8 Elements • Which are you currently using? • Which can you or would like to implement in August? • Which do you need more support in order to utilize? • Ask these questions to each other with follow-up discussion and next steps. Record the responses as you ask the questions and discuss. Review your responses to ensure accuracy and understanding. Include your name and email address • Set two “dates” for follow-up with each in during the month’s of August and September. • Review today’s work and share a status check, impact, next steps

17. Culture and Climate is the “attitudinal infrastructure of a school” Failure is Not an Option Transforming School Culture, Stolph and Smith, 1995

18. Change Complexity

19. Progress brings about change but change does not necessarily bring about progress.

20. Mark Twain said it best, “I’m all for progress, it’s change that I don’t like!”

21. Understanding the Change Process The goal is not to innovate the most. It is not enough to have the best ideas. Appreciate the implementation dip. Redefine resistance. Reculturing is the name of the game. Never a checklist, always complexity. -Fullan 2003

22. Change is Complexity Implementation Dip What is Change? • New Materials • New Behavior/Practices • New Beliefs/Understanding -Fullan 2003

23. Understanding the Change Process • Which of these have you experienced OR are currently experiencing at your school? • Which of these resonated with you and why? The goal is not to innovate the most. It is not enough to have the best ideas. Appreciate the implementation dip. Redefine resistance. Reculturing is the name of the game. Never a checklist, always complexity. -Fullan 2003

24. What qualities make them successful?

25. Activity: Activity: What personal experiences have you had coaching? Define/describe what coaching means to you. Identify areas that are a strength and areas for growth? Share with someone that has the same birthday month as you.

26. Mentoring Vs. Coaching Telling (Directive) Asking (Non-Directive) Telling Someone What to Do Giving Advice Asking Questions Solving Someone’s Problems Offering Guidance Helping Another to Solve Their Own Problems Mentoring Coaching http://blog.flashpointhr.com/management-leadership/recognize-the-difference-between-mentoring-and-coaching-and-know-when-each-is-most-appropriate/

27. Coaching Effective coaching is a skill that requires an understanding of human motivation and behavior It is a relationship… It is a partnership… It is trust and safety

28. Activity: How do you work??

29. The Coach Is Always an Educator “the essence of coaching is helping someone learn to think better.” Your goal is to make the teacher self-sufficient. Give them the tools they need to be successful. Assist by supplying a process they can follow to build their skills. “The test of a good coach is that when they leave, others will carry on successfully.” Author Unknown

30. Defining the Boundaries • The effective coach defines the boundaries of the relationship. • The coaching role is a mutual agreement between both parties. • Set the tone so the person asks for help, rather than it being forced upon the person. A masterful coach is someone who is a vision builder and value shaper.

31. Be Knowledgeable and Resourceful Recognize when reassurance is being sought… ask what they think and confirm whenever the answer/solution is correct. Your role is to strengthen their competency NOT demonstrate that you know the answers. Tell the truth when you don’t know the answer– don’t jeopardize your reputation and undermine your credibility as a coach forever.

32. Effective Coaching “The ultimate leader is not afraid to develop people to the point they surpass him or her in knowledge and ability.” Fred A.

33. Coaching Through Effective Communication Listen, Listen, Listen Listen to and for specific needs Write down what you hear and repeat what you “heard”. Don’t automatically assume that the questions/situation is like any you have encountered.

34. Coaching Through Effective Communication • Give your full attention and take in information that will lead to insightful, personalized responses. • Watch facial and body language. • Listen to tone and expressions of emotion.

35. It is my firm belief that educators are more comfortable when the conversation puts student learning front and center. When this isn’t the case, we tend to feel attacked or vulnerable to the judgments and opinions of others—entering into what Jim Knight terms a “vicious cycle” of blame. Diane Sweeney, Student- Centered Coaching

36. Student-Centered vs. Teacher-Centered Coaching Student-Centered Coaching: A Guide for K-8 Coaches and Principals by Diane Sweeney 2011

37. Language for Student-Centered Coaching • What is it we want all students to learn? • How will we know when each student has mastered the essential learning? • How will we respond when a student experiences initial difficulty in learning? • How will we deepen the learning for student who have already mastered the essential knowledge and skills? • In a perfect world, describe to me what the learning would look like among your students? • What is your goals for student in this lesson? How will that look? • How will we collect evidence to see what they can do? • What are our next steps based on the evidence we collected?

38. Foster Ownership and Involvement • Provide options and resources • How do you think the situation should be handled? • What have you considered doing? • What do you think you need to do to move to the next level?Help them to think through a situation and develop a plan of action. • When asked for advice, suggests two or more options. • Share experiences and feelings- helps you to define the kind of behaviors you expect– be careful to avoid role of expert. • Ruts and Rivers…. If you want to change the way someone thinks, don’t tell them what to think, give them a tool.

39. Guidelines for Effective Coaching Develop opinions and ideas based on observable facts. • Check the accuracy of information before sharing it. • Present ideas honestly, and don’t manipulate, play games or deceive. • Consider the opinions of others with an open mind. • Be accessible when people need to talk about problems or make recommendations. • Explain the reason for a decision. This permits the teacher to know when their ideas and recommendations have been taken into consideration and why those ideas were accepted or rejected.

40. Guidelines for Effective Coaching Maintain Confidence and Confidentiality Teachers are expected to identify problems and pinpoint their own performance shortcomings, developmental needs and career goals. • Don’t betray these trusts. Doing so damages relationships and the coaching process. • Integrity requires that you: • correct in private; • don’t discuss problems of one teacher with another; • don’t discuss teacher problems with other coaches; • keep personnel file information confidential; • keep any necessary disclosures as confidential as possible.

41. Guidelines for Effective Coaching Keep commitments Keeping commitments provides not only reinforcement but also recognition of improvement. • People who are recognized for improving are more likely to continue to improve than those whose improvement goes unnoticed. • Good coaches know that loyalty is earned through trust. • An effective coach creates a win-win situation for the teacher, the student, the school , and himself or herself.

42. Stages of Implementation Pre-Exploration Stage………. Full Implementation Stage Anticipate 3-5 Years Implementation Drivers Selection Training Coaching Performance Assessment Decision Support Data Facilitative Administration Systems Interventions National Implementation Research Network (NIRN) http://www.fpg.unc.edu/~nirn/

43. Jigsaw: Group of 530 minutes Roles: --Timekeeper --Facilitator for tasks below • Each person is assigned 2 drivers to read. Begin reading at “Full Implementation” stage and proceed backwards to pre-exploration • Share the what stage you believe your school is currently in and why with at least one driver as it relates to implementation of CT4GC • Read “Coaching Competency”- Discuss at your table • What are you already doing? • What are you not doing? • What is new information? • Record team “AHA’s” on chart paper to turn in…

44. Coach: Roles and Responsibilities

45. Coaching Responsibilities External Coach Internal Coach

46. Coach Roles: Big Picture External Internal Works with co-teachers to provide training, support, feedback, guidance Conducts walkthrough observations Analyzes and communicates data On-going communication with external coach Works with administrator to share on-going progress with other staff Works with other staff to scale-up CT4GC implementation • Ensures on-going communication with CT4GC • Works with CT4GC team to provide training, support, feedback, guidance • Conducts walkthrough observations • Analyzes and communicates data • Works with administrator and internal coach to share on-going progress with school staff

47. Team ActivityWhat’s the same? What’s different? What’s missing? Questions?Capture on chart paper

48. Building your Leadership System

49. System: Vision

50. Systems: Strategic Planning, Stakeholder Focus, and Results