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New PDF release: Coaching for Schools: A Practical Guide to Building

By Judith Tolhurst

ISBN-10: 1405821965

ISBN-13: 9781405821964

ISBN-10: 1408213052

ISBN-13: 9781408213056

ISBN-10: 1607090945

ISBN-13: 9781607090946

ISBN-10: 1607090961

ISBN-13: 9781607090960

Training for faculties is a pragmatic, hands-on advisor and will be crucial analyzing for instructing execs at each point, short of an obtainable and fascinating creation to the concept that of training and the instruments had to placed it into perform. it's a robust reduction to any college hoping to increase disbursed management. no matter if you're new to a management function as a topic or workforce chief or are a more matured chief, accountable for the pro improvement or functionality administration of a big staff, this booklet will upload for your abilities toolkit. it is going to aid any tuition increase a sustainable management workforce.

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Extra info for Coaching for Schools: A Practical Guide to Building Leadership Capacity

Sample text

Non-verbal signs One of the things a coach can do to show the learner that the coach is listening is use non-verbal signs. The coach needs to actively listen and send off all those body language signals that give the learner positive messages that he/she is being listened to and valued. Active listening will consist of keeping eye contact with the learner, nodding, smiling and keeping body language open. The following is a listening exercise, which you may like to include in your coaching skills workshop to help you develop your active listening skills.

Some teams and individuals find it difficult to move out of thinking about a golden era, when things were better. KEY POINT Coaching will focus on shaping the future and very much focuses on setting goals and defining actions. Coaching is very much a two-way process and there are benefits both for the coach and the learner. The learner can become a more reflective practioner through coaching. If the coach is a senior member of the staff, it can be very illuminating to see the institution through the eyes of an NQT or new teacher.

Empathy and sympathy can be confused. When holding a coaching session the learner does not want the coach’s sympathy as this will get in the way of progress. If the coach relates what the learner is saying to his/her own experience and expresses sympathy, then the coach is not using that third level of listening that is required. The coach needs to remain slightly detached from what the learner is saying. Sympathy would come into that second level of listening – directed listening. In directed listening the coach is making an effort to understand the learner by relating his/her own life history to the learner, seeing what he/she has in common with the learner and expressing sympathy.

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Coaching for Schools: A Practical Guide to Building Leadership Capacity by Judith Tolhurst


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