coaching wayne hickman, ed.d.; christina jordan, m.ed.; & rebecca piermattei, m.s. school...
TRANSCRIPT
COACHING
Wayne Hickman, Ed.D.;
Christina Jordan, M.Ed.; & Rebecca Piermattei,
M.S.
School Climate Specialists
Sheppard Pratt Health System
My Job Today:
To review various coaching styles
1. Influencer
2. Practical & Effective Coaching
• Effective Coaching
• Ineffective Coaching
Copers vs. Influencers
“People tend to be better copers than
influencers. In fact, we’re wonderful at
inventing ways to cope.”
– Patterson, Grenny, et. al.
Changing Minds
People will attempt to change their
behavior if:
1. they believe it will be worth it, and
2. they can do what is required.
VERBAL PERSUASION
• Most common tool to change others
expectations
• When it comes to resistant problems, it rarely works
• The Great Persuader
• Personal experience
• Create a vicarious experiences
• Become a good story teller
• Tell the whole story
• Provide hope
VERBAL PERSUASION
• Most common tool to change others
expectations
• When it comes to resistant problems, it rarely works
• The Great Persuader
• Personal experience
• Create a vicarious experiences
• Become a good story teller
• Tell the whole story
• Provide hope
SIX SOURCES OF INFLUENCE
PERSONAL MOTIVATION
PERSONAL MOTIVATION
Make the Undesirable Desirable
• How can you get people to do things
they currently find loathsome, boring,
insulting, or painful?
• The most basic source of motivation –
intrinsic satisfaction.
PERSONAL MOTIVATION
• Create New Experiences
– Get people to try it.
– Make it a game.
• Create New Motive
– Connect to a person’s sense of self (pride).
– Engage in moral thinking (what is best for you).
• Don’t minimize or justify inappropriate behavior by
transforming humans into statistics.
PERSONAL MOTIVATION
• Win Hearts by Honoring Choice
– Surrender control, connect to the power of a
committed heart.
– Link into people’s view of who they want to be.
– Allow individuals to discover on their own the
links between their current behavior and what
they really want.
PERSONAL MOTIVATION
Key Strategy:
• Consciously connect to values
• Allow self-discovery
• Create personal experience
• Create vicarious experiences
• Tell a story
• End with an invitation
PERSONAL ABILITY
PERSONAL ABILITY
Surpass Your Limits
• We often underestimate the need to learn and
actually practice the behavior.
• Perfect practice makes perfect.
• Deliberate practice requires complete
attention.
• Give clear and frequent feedback against a
known standard.
PERSONAL ABILITY
Surpass Your Limits
• Break mastery into mini goals.
– Set specific goals.
– Goals to improve behaviors or processes rather
than outcomes.
– Provide short-term, specific, easy and low-
stakes goals that specify the exact steps a
person should take.
PERSONAL ABILITY
Key Strategy:
• Demand deliberate practice
• Practice
• Break the skill into small parts
• Get feedback from a coach
• Prepare for setbacks
SOCIAL MOTIVATION
SOCIAL MOTIVATION
Harness Peer Pressure
The Power
• Ensure that people feel praised.
• Emotionally supported.
• Encouraged by those around them.
• Discourage or socially sanction
unhealthy behaviors.
SOCIAL MOTIVATION
Harness Peer Pressure
The Power of the Right One
• Spend lots of time with formal leaders to ensure
they are using their social influence.
Enlist Opinion Leaders
• Are early adopters of innovation.
• Open to new ideas.
• Socially connected and respected.
SOCIAL MOTIVATION
Harness Peer Pressure
Become an Opinion Leader
• Viewed as knowledgeable about the
issues.
• Viewed as trustworthy and have other
people’s best interest in mind.
• Generous with their time.
SOCIAL MOTIVATION
Harness Peer Pressure
The Power of Everyone – Public Discoveries
• Make the un-discussable discussable – code
of silence sustains unhealthy behavior.
• Must have open dialogue about proposed
changes before it can be safely embraced
by everyone.
SOCIAL MOTIVATION
Harness Peer Pressure
Create a Village
• Create space where formal and informal
leaders relentlessly encourage
appropriate, positive behaviors and
skillfully confront negative behaviors.
SOCIAL MOTIVATION
Key Strategies:
• Pave the way
• Enlist the power of those who motivate
• Seek the support of those who enable
SOCIAL ABILITY
SOCIAL ABILITY
Find Strength in Numbers
Enlist the Power of Social Capital
• The profound enabling power of an essential
network of relationships.
• People at all intellectual levels – often perform
better than one individual.
• When facing change, turbulent or novel times
– multiple heads can be better than one.
SOCIAL ABILITY
Key Strategies:
• Pave the way
• Enlist the power of those who motivate
• Seek the support of those who enable
STRUCTURAL MOTIVATION
STRUCTUAL MOTIVATIONDesign Rewards & Demand
Accountability
Extrinsic Rewards
• First 3 steps
1. Vital behaviors connect to intrinsic
satisfaction.
2. Line up social support.
3. Rewards are the last resort.
STRUCTUAL MOTIVATION
Design Rewards & Demand Accountability
Use Incentives Wisely
• Ensure extrinsic rewards linked to vital behaviors
are:
Immediate.
Gratifying.
Clearly correlated.
• Small heartfelt tokens of appreciation.
• Less is more.
STRUCTURAL MOTIVATION
Design Rewards & Demand
Accountability
• Reward small improvements in behavior
along the way.
• Reward vital behaviors alone – not outcomes.
• If you reward the actual steps people follow,
results take care of themselves.
STRUCTURAL MOTIVATION
Key Strategies:
• Link rewards in moderation
• Link rewards to vital behaviors
• Use rewards that reward
STRUCTURAL ABILITY
STRUCTURAL ABILITY
Change the Environment
Consider:
• The world of buildings, space, sound, sight.
• Turn laser like attention off people and take a
closer look at their physical world.
• Frequency and quality of human interaction is
largely a function of physical distance.
• Propinquity – is physical proximity.
STRUCTURAL ABILITY
Change the Environment• Savvy leaders rely on use of physical space as
means of enhancing interaction – don’t just tell
people to collaborate, they move employees
next to one another.
• Making use of things to enable behavior works
best when you can alter the physical world in a
way that eliminates human choice.
STRUCTURAL ABILITY
Change the Environment
Mind the Data Stream
• Importance of an accurate data stream.
• Strategies focus on vital behaviors by
serving up visible, timely, and accurate
information that supports their goals.
STRUCTURAL ABILITY
Key Strategies:
• Use the power of space
• Use the power of data and cues
• Use the power of tools
SIX SOURCES OF INFLUENCE“LOSING WEIGHT”
PRACTICAL & EFFECTIVE COACHING
1. Administration
2. Communication
3. Data
4. Evidence-Based Programs
5. Stakeholders
6. Implementation
7. Team & Team Meeting
8. Other qualities & considerations
ADMINISTRATION
• Support
• Not just buy-in
• Supporting team decisions (trust)
• Visible
• Involved
COMMUNICATION
• Open
• Clear expectations
• Clear limitations
• Any possible funding issues
• Frequent
• Always available even for quick text
• Honest
• Don’t personalize feedback and any frustration
COMMUNICATION
• Knowledgeable
• Implementation of PBIS
• Fidelity instruments
• Visible Support
• Liaison
• Between grant, district, administration
DATA
• Importance of data
• Assist in organizing/presenting data
• For team
• For staff
• To monitor progress of efforts
• Sources of data
• Office referrals Attendance
• Out-of-school suspensions Tardies
• Positive Referrals Academics
EVIDENCE-BASED PROGRAMS• Let school(s) work within their own
timeline
• Okay to start small and work the
kinks out
• Utilize data to make decisions
• Celebrate even the smallest
successes
• Work with what’s already in place
STAKEHOLDERS
• Encourage that team is representative of school staff
• Know who has the power in the school and work
through them
• Encourage school to gather student/staff feedback
• For sustainability, business/community support is
imperative
• Expect changes in team composition over time
– Assist in educating new team members about team,
purpose, etc.
IMPLEMENTATION
• If at multiple schools, each school may be
in a different place of implementation
• Let school(s) work within their own timeline
• Be aware that team members may have
their own agenda and perspective about
school needs
TEAM & TEAM MEETING
• Group dynamics
• Assist administration in devising an effective team
• Recruiting team members
• External coach?
• Get to know team members
• Individual personalities as well as how those personalities
interact with and as the group
• See team as expert of school’s culture, needs, desires
• Broker – resource and information; build up team
TEAM & TEAM MEETING
• Willingness to help
• Communicated
• Honor culture of school
• Come in with open mind
• Present options
• Allow the school to move it forward at their
pace
TEAM & TEAM MEETING
• Team roles
• Note taker
• Minutes (Documentation)
• Help set agenda standards
• Action Plan Lessons
• Data for each goal Budget/Incentives
OTHER QUALITIES & CONSIDERATIONS
• Motivated
• Approach job positively
• Demonstrate willingness to work with
team
• Prioritize work
• Guide, facilitate NOT direct, dictate
OTHER QUALITIES & CONSIDERATIONS
• Support may look different from
school-to-school
• Expect successes & challenges
• Pushback from schools is not
personal
• Be flexible
OTHER QUALITIES & CONSIDERATIONS
• Realist
• How much can team can do at one time
• Nurturing
• Celebrate even the smallest of successes
• Confidence in team’s ability
• Step back, but not away
• If External Coach, remember … you are a GUEST
in the school
ACKNOWLEDGEMENTS• MDS3 is funded by a grant from the USDOE.
• Federal Grant CFDA# Q184Y100015
• Sheppard Pratt Health System:
– Susan Barrett, M.A.
– Patti Hershfeldt, Ed.D
• Maryland State Department of Education
• Johns Hopkins University
REFERENCES
• www.pbismaryland.org
• Patterson, K., Grenny, J., Maxfield, D.,
McMillan, R., & Switzler, A. (2008).
Influencer: The Power to Change
Anything. New York: McGraw-Hill.
CONTACT
• Wayne Hickman, Ed.D.
• Christina Jordan, M.Ed.
• Rebecca Piermattei, M.S.