*
A Values driven approach
Develop an understanding of:
1.
2.
3.
The Edison framework
The Greenways coaching model
Implications for individuals and teams
*
*
2012;
federation takes place.
2013;
relationship with Edison began with the QFTL
2013;
Junior school starts the Edison Aspire project
2014;
staff working across both schools, senior teacher and pastoral support
teams introduced.
*
* 6 elements, themes within each element
* Way of objectively analysing teaching and
learning
* Based on Ofsted framework.
* Can be used in a variety of ways (appraisal,
coaching, lesson observations, self evaluation
tool, the list goes on…..)
* To make the most of it, you need to adopt a
coaching approach
*
* A – assessment for planning and learning
* B – strategies for learning and the application
of subject knowledge
* C – climate for learning and lesson organisation
* D – use of resources
* E – support for learner
* F – professional standards and conduct
*
* Break down the elements.
* Link to evaluations of outstanding, good, satisfactory or
inadequate.
* Underpinned by learner and teacher behaviours.
*
* Understanding the links/golden threads between themes.
* Understanding the links between grade descriptors,
learner behaviours and teacher behaviours.
* Knowing the links to Shirley.
*
* Find 3 linking pairs
* Find 3 themes that link to Shirley
* Find a theme you want to work on and identify
a linked learner and teacher behaviour focus
(you might need this in a while!)
*
* QFTL not just a tool for coaching.
* Primarily a resource for teachers to use all the time to
evaluate practice.
* Iris opportunities?
*
* Greenways T-Grow Model (more on this later)
*
*
“Whether you’re on a sports team, in an
office or a member of a family, if you
can’t trust one another there’s going to
be trouble.”
― Stephen M.R. Covey, The SPEED of Trust: The One Thing
that Changes Everything
*
*
*
*
*
Impoverished Leadership – Low Production/Low People
* Mostly ineffective – characterised by disorganisation, dissatisfaction and
disharmony.
Country Club Leadership – High People/Low Production
* Most concerned about the needs and feelings of members of his/her team characterised by a very relaxed work environment, but outcomes suffer due to
a lack of direction and control.
Produce or Perish Leadership – High Production/Low People
* This can work but it places people as of secondary importance – characterised
by very very autocratic leaders, strict work rules, policies, and procedures, and
views punishment as the most effective means to motivate employees.
Middle-of-the-Road Leadership – Medium Production/Medium People
* Mostly average performance - characterised by compromise and needs of
production and people not being fully met.
Team Leadership – High Production/High People
* Values driven, teams understand the organisations purpose and are involved in
determining future direction - characterised trust and respect, which leads to
high satisfaction and motivation and, as a result, high production.
synergy
ˈsɪnədʒi/
noun: synergy; plural noun: synergies;
noun: synergism; plural noun:
synergisms
the interaction or cooperation of two
or more organizations, substances, or
other agents to produce a combined
effect greater than the sum of their
separate effects.
*
*
“We are what we repeatedly do. Excellence is not an event but a habit.”
Aristotle, 384 – 322 BC
*
“The key to successful leadership today is influence, not authority.” Ken
Blanchard
* “A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects
mistakes. A boss knows all, a leader asks questions. A boss makes work
drudgery, a leader makes it interesting. A boss is interested in themselves, a
leader is interested in the group.” Russell H. Ewing
* “Systems make it possible, but people make it happen.” Brown & Sharpe
* “Keep away from small people who try to belittle your ambitions. Small people
always do that, but the really great people make you feel that you, too, can
become great.” Mark Twain, 1835-1910, Writer and Humorist
*
*
*“Leadership and learning are indispensable to each other.”
John F. Kennedy
*
*
*
*
*
Our model is designed to challenge staff by:
* Coaching staff to evaluate their own practice, thereby increasing
accountability at all levels.
*
*
What does coaching look like?
*
Building
rapport
Managing
silence
Enabling goal
setting
Checking
Empathetic/
active
listening
Ability to ask
key questions
* Minimum entitlement of either 8, 4 or 2 visits
every 4 weeks.
* Best booked close together.
* Choose weaker themes.
* You can always ask for more, we will never say
no
* NOT LESSON OBSERVATIONS!
*
* Coaching planning
* Coaching outcomes sessions.
*
*
Some Practice
5-10 minutes
coaching
conversation
2 minutes for
feedback from
observers
* Tricky
* Needs to be best fit/in general terms.
* Notes/focus for the term the key
*