coaching and leadership principles for professors

8/12/2019 Coaching and Leadership Principles for Professors

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Leadership principles for

professors

James Breiner, Director

Tsinghua University

Global Business Journalism

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James Breiner, Director

Global Business Journalism

Tsinghua University

[email protected]

weibo name: jamesbreiner

IJNet, free courses, articles, scholarships,fellowships www.ijnet.org
mailto:[email protected]:[email protected]:[email protected]


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Website: http://ijnet.org, Journalism

training in Chinese
http://ijnet.org/http://ijnet.org/


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Definition of a leader

A person who influences others

(Charisma is not a requirement) Influence rather than authority or control

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Who are some leaders?

Mothers, fathers, family members

Politicians

Executives, bosses Professors, all of you

newsleadersinternational.com 5


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Teachers are leaders

They influence thinking and behavior of

students

They establish ethical and moral standards

They serve society


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Successful teachers (leaders)

Know what they are talking about

Lead by example

Are good learners Respect their students

Motivate their students

Are consistent

Source: Lee Miller, Tsinghua professor


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Some teaching methods

Give written feedback, not just a grade

Grade based on individual improvement, not

comparative language skills

Try to make criticism positive, focus on the

80% that's there, not the 20% that's not

Encourage them to think about journalism asa career

Rewards, my colleague Lee Miller uses little

candies


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What motivates students

Attention from the professorwritten

feedback, suggestions for improvement

Individualized criticism, skillfully delivered

Challenges, big goals

Autonomy, opportunity to develop own

projects Success stories of graduates


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Focus on their strengths, help them develop

those strengths. Overall results will be

better.

Some have reporting talent, some have

writing talent

The 80% move to 81%, not the 19% that's

missing.



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Find ways to display and showcase their

work, maybe on a professor's blog.

Develop some slogans for the department.Excellence, timeliness, grace under

pressure.



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Help them get internships

Introduce them to employers

Help them get jobs



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Your time. It is what they want the most. Listen,but set boundaries

2 minutes of whining or complaining, then dosomething or be quiet



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Simulated newsroom, make them think

they're working in a professional environment

Write articles under deadline pressure

Public critiques of their work, just as in

newsroom

Collaboration with peers


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Language of criticism

Focus on the work, not the person.

Don't use you

This is incorrect rather than You have

messed this up



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Don't use you

When I suggest something needs more

research, I meet resistance and hear excuses



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This work is unacceptable for these reasons

"This work (or behavior) does not meet our

standards (or expectations)

ALARM BELL : This assumes there are

written standards and expectations



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Effective criticism

Be specific, clear

This writing is choppy might not mean anything to

the student



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How to give effective criticism

Don't save up a sack of examples, and dump

them out all at once

Ask the student to do self-criticism

Ken Blanchard and Spencer Johnson, The One Minute Manager



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Effective criticism

Be silent for a while; let it sink in

Tell the student how much you appreciatehim or her




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Effective criticism

Emphasize that it was the action or thework that bothered you, not the student

Dont bring it up again




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Exercise: your experience

Take 5 minutes and write about your best

professors.

What did they do and what did they not do?



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What good teachers do

They learn, they ask, they listen

They accept challenges and responsibility

They hold themselves accountable and do the same

for others



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What leaders do

Motivate others

Teach others

Take action, they get things moving

Make decisions, even if they are unpopular



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What leaders do

Have high expectations of others

Demand your best

Have high standards



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You have influence and power

You can act

You can start activities, communicate, establish a

code of ethics

Put things in writing

Do followup



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Communicate clearly

Clearly stated goals, in writing

Clear expectations, in writing

Clear standards, in writing



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What is a goal?

Definition

key elements

personal and professional goals



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What are your goals for the

students?

Participant comments


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Goal defined

Something that can be achieved



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Examples of personal goals

Lose 5 kilos

Plan a trip to Brazil

Be a better mother or father

Save 30 percent of my salary



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To reach a goal

specific

realistic

deadline

measurable

written

Source: John Edmund Haggai, El Lder



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Other requirements

guides

participants

resources



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Followup



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Summary of leadership

Clearly communicate goals, standards and

expectations

Put them in writing

Help colleagues, students reach their goals

Followup, feedback



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Exercise

Interview a colleague about their professional

goals, confidential

Pairs

Each person interviews, then is interviewed

Take notes



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Exercise

What was it like interviewing and being

interviewed? What surprised you?



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The leader as coach

Leads by developing people

Guide rather than dictator

Asks, doesnt tellSocratic teacher



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Socratic method

What does the doctor do?



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What is reality? What is going on?

Like Dr. House, a coach motivates employees to:

Observe

Collect evidence

Propose solutions

Try out solutions

Overcome obstacles

Careful: dont insult, humiliate people



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Leaders ask, dont tell

Ask open ended questions

Focus on what the students can do, not what

the coach did in the past



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Why ask and dont tell

My solution wont help the person

The employee never learns

It creates a dependency to give solutions



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Change starts with me

It is a mistake to think, If this person left,

everything would be better

I have to accept part of the responsibility for

problems. What part am I willing to accept?



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Editor role: coach vs. fixer

Coach

Helps the person

Is there during the

process Develops the journalist

Reinforces strengths

Shares control

Encourages

independence

Fixer

Fixes the problem

Changes story at last

minute Undermines the

journalist

Emphasizes weaknesses Takes control

Causes resentment


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Achieve things through people

The leader serves others

Achieves things through others

Dedicates himself to helping his people

achieve success



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Transformation

Training and development of people has

greatest potential for achieving change



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What a coaching session is not

Its not...

A review of work details, an administrative

meeting

A chat, a bull session, gossip

Only when we have time



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What a coaching session is

Scheduled, periodic, disciplined

Review of goals of advisee (mentee)

Conversation oriented toward action

Focus on strengths of the advisee



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What happens in coaching

Remove barriers

Consider possibilities

Commitment with deadlines and measures

Fulfillment of commitments

Followup, accountability



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Summary: the coach

Leads by developing the team

Socratic method: ask, dont tell

Guides instead of orders



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Exercises:

Think about a recent criticism you made ofsomeones work. Now write down the way

you would do it according to what youlearned.

Write down some of the standards of workand behavior of your newspaper; minimumstandards

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The trap

Do you always need to be right?

This worsens conflicts



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To avoid the trap

Youre right. I was mistaken.

I

m sorry. You

re right.

Thank you for pointing that out. Youreright.

Its not so hard if you practice it.



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How to give praise

Tell the person, I want to compliment you onsomething you did.

Tell the person right away

Be specific

Ken Blanchard y Spencer Johnson, La gerencia en un minuto



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How to give praise

Describe how much you appreciate this workand what it means to the organization

Pause for a moment and let the employeeenjoy the moment




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How to give praise

Shake hands

Encourage the person to do more




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Language of praise

Only well earned praise at that moment. Note the progress.

If the work is not perfect, dont say, however... or but...You can touch on the imperfections at some other moment.The person will be more receptive.

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Hierarchy of praise and recognition

A few spoken words

An email A handwritten note

Public recognition



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Exercise

Spoken words

email

Handwritten note

Public praise

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Fin

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