mentoring & coaching strategies
TRANSCRIPT
© Institut Aminuddin Baki, Ministry of Education, Malaysia
Leadership Coaching & Mentoring
AZAMI IBRAHIMINSTITUT AMINUDDIN BAKI
GENTING HIGHLANDS
© Institut Aminuddin Baki, Ministry of Education, Malaysia
© Institut Aminuddin Baki, Ministry of Education, Malaysia
© Institut Aminuddin Baki, Ministry of Education, Malaysia
© Institut Aminuddin Baki, Ministry of Education, Malaysia
WHAT’S THE ISSUE ?
IN MY SCHOOL..
WHAT’S THE REAL ISSUE ?
HOW TO SOLVE THE ISSUE ?
© Institut Aminuddin Baki, Ministry of Education, Malaysia
`THE BIG `WHY’
ISSUES IN MY SCHOOL..
THE small `why’ ?
MAIN CONCERNS ?
© Institut Aminuddin Baki, Ministry of Education, Malaysia
DThe
Strategy…
MAIC
efine the issues / concernseasure – how seriousnalyse
SWOT, cause & effect, Gap Analysis, Ishikawa etc
mprove
Discuss, Decide / agree, Draw action plan
ontrolCoordinate, Monitor, CSS Report
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GROW Model
GOAL
REALITY
WRAP UP
OPTIONS
Agree the goal for the session
What is happening now ?
What can be done about this ?
Making it happen!!
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Effective Leadership
Leaders take their staff
from where they
are to where
they’ve never been before
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Roles of Leaders
LEADERS
MENTOR
MOTIVATOR
JUDGE
PROFESSIONAL
EXPERT LISTERNER
FRIEND
MANAGER
COACHMONITOR
GUIDE
ADVISOR
PHILOSOPHER
PLANNER
SUPPORTER
LEARNER
COUNSELOR
PROBLEM-SOLVER CONTROLLER
EXPERTLINKER
HUMAN DEVELOPERSUPERMAN & SUPERWOMAN?
TRAINER
MODEL
TEAM-WORKER
TEACHER
STRATEGIST
COMMUNICATOR
DELEGATOR
RISK-TAKER
CULTURE-BUILDER
TEAM-BUILDER
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Benjamin Franklin
Benjamin Franklin once said, “There are two ways to acquire wisdom; you can either buy it or
borrow it. By buying it, you pay full price in
terms of time and cost to learn the lessons you need to learn.
By borrowing it, you go to those men and women who have already paid the
price to learn the lessons and get their wisdom from them.”
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Andrew Carnegie
"Men are developed the same way that gold is
mined. When gold is mined,
several tons of dirt must be moved to get an ounce of gold; but one doesn't go into the mine looking for dirt - one goes in looking
for the gold."
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Coaching is like having a personal trainer for your life.
Remember Tiger Wood?
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mentoring
leadercoaching
counseling
Roles of Leaders
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mentor
coach
counselor
A coach helps workers grow and improve their job performance
An individual with advanced experience and knowledge who is committed to givingsupport and career/job advice to a lessExperienced person
A person engaging in a supporting process to define and correct personal problems or skills that affect performance
Who
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mentor
coach
counselor
An excellent activity for people who are performing OKAY. It helps workers grow and improve their job performance by providing suggestions and encouragement.
Best approach for above average performers, those who are excelling.
An appropriate choice for those who are performing below average.
What
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Active listening?Would you mind
if I make a few calls while I
carefully listen to your ideas?
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A Structured Interview - a comprehensive assessment for executive coaching
Leadership profile: self-awareness, interpersonal skills, thinking skills A personality profile
A self-assessment profile for the coach
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SELF‑ASSESSMENT • Take a few minutes to reflect about yourself, and
complete the SWOT analysis framework below.• As a COACH, use Active Listening to help your
partner to reflect on his/her practice.
Strengths• • •
Weaknesses• • •
Opportunities• • •
Threats• • •
GroupActivi
ty
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SELF‑ASSESSMENT1. One of ways I have felt most
challenged in my job is…
2. One aspect of my job I have felt least inclined to perform is...
3. If given the chance, I believe I can exceed my job requirements by…
4. One of the ongoing frustrations of my job is…
5. My professional goal is to… GroupActivity
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What can go wrong…• Commitment• Time• Regularity of contact• Lack of skills• School or district
culture• Expectation of others• Movement of staffs• Sickness• Not enough support
staffs• Not getting started
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Summary1. Leader establishes an area of
focus.2. Coach observes the leader in
action.3. Coach takes careful,
descriptive notes.4. Coach and leader take 5 to 10
minutes apart to prepare notes on the observation, setting these down according to:a) Strengths – what worked
well; progress made towards goals.
b) Development – what could have been done better; what were missed opportunities.
5. The pair again meet up.
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Summary6. Coach describes what he or she
observed, and the leader actively listens, without interruption.
7. Leader self-evaluates, giving his or her reflection on strengths and development.
8. The pair open up the session for reflective dialogue, involving questioning, discussion, and putting forward ideas.
9. Coach and leader review existing goals, set new ones, and plan out the actions needed to achieve them.
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References1. Holliday, M. (2005). Coaching, Mentoring
and Managing. 2nd. Ed. Advantage Quest Publications. Petaling Jaya, Malaysia.
2. Landsberg, M. (2003). The Tao of Coaching. Profile Books Ltd. London.
3. Robertson, J. (2005). Coaching Leadership. Building Educational Leadership Capacity through Coaching Partnerships. NZCER Press. Wellington.
4. Robertson, J. (2005, Sept.). Coaching and Mentoring Course Handout: Leaders Coaching Leaders through Professional Partnerships. 4th. Ed.