Knowing Where We Are Paves the Way for Change: The Impact of Coaching

I often tell audiences during keynotes and workshops that my role isn’t to tell anyone what to do, but instead to get educators to think critically about what they do. It would be foolish of any speaker or presenter to do so, considering that we don’t really know the people who we are blessed to speak with, let alone the specific culture in which they work.  The fact for many in education is that we teach the way we were taught and lead the way we were led.  In some cases, this might still be effective. However, the opposite is more often true, and helping others come to this realization can be a tricky process.

Where I see the most change from my work is when I am fortunate to work with districts and schools on an on-going, long-term basis. This allows me to really get a pulse on the culture, understand the challenges that are faced, make observations, collect evidence as to where practices are, and ultimately build relationships in the process.  Trust and honesty are key, which compels me not to hold back when engaging both teachers and administrators in dialogue on feedback.  Often, we are blinded by our own bias or comfortable where we are. No matter the case, both can be detrimental to growth.

So how do we begin to move the needle? It starts with analyzing how feedback is given.  What I have learned from past experiences, and currently, when working in schools, is that a tendency remains to tell people what they want to hear as opposed to pushing them with critical conversations on practice. The latter might sting at first, but it is needed to create a sense of urgency.  Making people feel good is always crucial, and a critical component of a positive culture. However, it shouldn’t come at the expense of shying away from the problematic and thought-provoking conversations that are needed to drive change at the individual and systemic levels.  

One of the best ways to help others know where they are and lay the groundwork for meaningful changes to practice is through coaching.  Currently, I have several projects around the country where I have assumed this role. Last year alone, I visited over 1000 classrooms and pretty much followed the same process.  At the conclusion of each day, I submit a detailed report that contains general commendations and recommendations for growth to each school. If I am there for an extended period of time, the district receives a comprehensive report within 24 hours of completing my last school visit.

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In addition to general feedback, I script what I see by classroom while aligning evidence to support the ratings for how I chart data across five indicators. This allows me to provide some simple data for districts and schools to get an idea of where their practices are. Here is how I code each lesson after scripting and providing recommendations for growth:

• Rigor Relevance Framework Quad alignment (A, B, C, D)
• Engaged (E) or disengaged (DE)
• Tech (T) or no tech (NT)
• Teacher-centered (TC)) or student-centered (SC)
• Student agency: High (H) vs. Low (L)

Now, these are meant to be black and white in terms of whether it can be seen or validated with evidence (i.e., questions, assessments, tech used by kids for learning, student work, etc.). However, I always stress that there is gray inherent in what I provide and encourage dialogue and support between coaching visits. It goes without saying that these visits are just a snapshot and, by no means, are indicative as to what happens during the entire lesson or regularly throughout the year. It is up to the school and individual educators to make that determination. There is one non-negotiable that I establish, and that is an administrator or teacher who has to accompany me. The reason being to coach the individual(s) later on providing feedback and to ensure interrater reliability (do we see the same thing).

I am fortunate to be involved in several long-term projects where I have been able to document growth over time. Over the years, I have shared all of the wonderful things happening at Wells Elementary, as I am now in my third year as their coach. Other schools and districts are beginning to follow suit. One, in particular, is the Corinth School District in Mississippi. The stage was set over the summer for me to work six days in each of their three schools to assist with teaching, learning, and leadership associated with their 1:1 implementation.  Following the protocol described above, I facilitated coaching days.

Even though I have a few stories of significant growth to share, I want to focus on just one. During my first visit to the high school in August, I spent the entire day visiting classrooms and then providing feedback to the admin team. They, in turn, then shared recommendations for growth with their teachers.  One teacher took the feedback and ran with it. 

The next time I met with the teachers, I facilitated a workshop on digital pedagogy.  Something from this day and the feedback from the classroom observation clicked him. During my third visit, we saw him implementing a choice board with his economics class. Going from direct instruction primarily to this high agency approach represented a dramatic shift in practice.  I again provided feedback both in the form of commendations and recommendations for improvement, specifically when it came to assessment.  I can’t begin to tell you how pleased and excited I was during my fourth visit. When we visited his history class, he again had the students working on a choice board. The main difference from last time was that there were six different rubrics to go along with the activity.  

The growth story of this teacher is one of many in the Corinth School District. His colleagues across all content areas at the high school have begun to implement an array of innovative strategies such as station rotation, choice boards, self-pacing, digital check-ins with students, and the purposeful use of technology aligned to effective pedagogy.  The middle school has begun to make impressive progress with blended learning, especially at the 6th-grade level. Last but not least is the elementary school where evidence has been collected, demonstrating tremendous growth with high agency strategies.  To be honest, I could fill this post with picture after picture as validation.

We can’t allow ourselves to stick our heads in the sand or cuddle up to the status quo.  Sometimes a push is needed. In all the schools I work in, the catalyst for change is always the first coaching visit.  Using an unbiased and non-judgmental lens, the stage is set for assisting educators in coming to a determination as to where they are.  Initially, this can be a tough pill to swallow. However, the fact remains that nothing about public education is perfect. Sometimes it takes an outside view to help come to that realization.

If you would like to know more about our coaching process and on-going work for schools or districts, shoot me an email (esheninger@gmail.com).

Removing the Stigma of Observations

As a teacher, I always dreaded observations early in my career. It wasn’t because I didn’t find them valuable or was torn apart. On the contrary, I found them to be an excellent opportunity to see how I was doing. The science supervisor at the time was extremely diligent in his narrative and always provided both commendations and at least one area where I could improve. My issue was that nerves always took over as I wanted to perform my best. Each observation was fair, and I still had the opportunity to offer my perspective on any areas where I didn’t agree with what my supervisor saw or thought.

When I became a principal, I worked extremely hard to make sure the observation process for my teachers was not only fair but also valuable. Many of my staff routinely commented on how diligent I was in the write-up of each report to capture all aspects of the lesson while offering tangible strategies for improvement. Herein lies the goal of any observation of a teacher or administrator, and that is feedback for growth. Unfortunately, this is not how it is either viewed by some teachers or implemented by administrators.

Many educators downright disregard the entire process as being valuable. I have either read or been challenged by some teachers on social media that they don’t want administrators in their classrooms. If this is the case, then there are probably two issues at play. Either a teacher is not being open to feedback and getting better, or an administrator is not creating a meaningful experience that leads to growth. No matter the reason for animosity, a need for shared ownership to improve the process might be needed.  

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Instructional leadership should always be a top priority for any administrator regardless of his or her position. The key is to focus on continually growing in this area while building relationships with teachers in the process. Below are some strategies that can be used by administrators to remove the stigma of observations.

• Stay the entire lesson.
• Never make it an “I gotcha” moment.
• Allow the teacher to align artifacts that show the entire picture. These can be detailed lesson plans, assessments, performance tasks, student work, use of data to improve instruction, modifications for ELL/SPED learners, portfolios, or professional learning opportunities.
• Align research and pedagogical evidence to recommendations for growth and improvement (see point above).
• Schedule the post-conference in a timely manner (1-2 days is preferable).
• During the post-conference, make sure it is a dialogue, not a monologue. Since observations are subjective, it is crucial to be open to changes after engaging in a conversation and looking at the evidence.
• Ask the right questions to spur reflection.
• Ensure that some of the feedback can be implemented right away. For areas that need more time, make sure the proper supports in the form of time and professional learning opportunities are made available.
• Provide opportunities for self-reflection after the post-conference.
• Integrate observations as one component of a comprehensive evaluation that consists of portfolios and student feedback.
• Reduce teacher anxiety by routinely visiting classrooms through a non-evaluative walk-through process. This will also make students more comfortable and when a formal observation does take place both groups will be used to seeing the administrator in the classroom and the lesson can more easily go as planned.

Now the strategies above place the burden of responsibility on the back of the administrator to do his or her part to remove the stigma of observations. However, it is equally essential for the teacher to play his or her role. That means being open to feedback, extending an open invite to admin and peers to visit their classroom, eliciting student feedback as a means to grow, and working to implement recommendations that are noted in the final observation report. Only together can teachers and administrators get the process right.

Means of evaluation are a reality in almost every type of job. Education is no different. Observations are the primary component of an annual performance review in schools. Instead of outright discounting or conducting them in ineffective and meaningless ways, let’s work to improve the process. In the end, all, including our learners, will benefit.

Questions to Guide a Reflective Conversation on Learning

Most educators desire meaningful feedback that can be used as a catalyst for growth. When it comes to improving learning, criticism will rarely, if ever at all, lead to changes to professional practice. Here is the main difference between the two:

Feedback - information about reactions to a product, a person's performance of a task, etc., used as a basis for improvement.

Criticism - the expression of disapproval of someone or something based on perceived faults or mistakes.

As you reflect on the two definitions above, what pathway would you prefer? Successful feedback lies in a variety of factors such as delivery in a timely manner, detailing practical or specific strategies for improvement, ensuring the delivery is positive, consistently providing it, and at times choosing the right medium to convey the message. However, one of the most important considerations is to ensure that a two-way conversation takes place where there is a dialogue, not a monologue. Virtually no educator wants to have suggestions dictated to him or her.

A recent coaching visit with Corinth Elementary School placed me in a position to model all of the above. Over the course of the year, I have been working with the district on building pedagogical capacity both with and without technology. After visiting numerous classrooms, I met with a grade-level team and the administrators to facilitate a dialogue as part of a more meaningful feedback conversation. Instead of just telling them what I saw and thought, I instead had them pair up and discuss their lessons using the following question prompts:

• How do you think the lesson or activity went?
• What would you have done differently?

The point here was for them to begin to reflect on both the positive outcomes as well as the challenges that might have been experienced. Lasting improvement comes from our own realizations as to what can be done to grow and improve rather than just being told. After some volunteers shared how they thought the lesson went, I then challenged them with the following questions to facilitate a more in-depth analysis of the effectiveness of the lesson from their lens:

• How do you know your kids learned?
• Where was the level of thinking?
• How did kids apply their thinking in relevant and meaningful ways?
• How did you push all kids regardless of where they were?
• What role did technology have in the process?
• What accountability structures were put in place?
• What do you think your kids thought of the lesson?

These questions really got both the teachers and administrators in the room to think more critically about whether or not the lesson or activity achieved the desired outcome in relation to the aligned goal. What was powerful from my seat was that most of the feedback I had written down didn't have to be delivered verbally by me as the educators offered it up themselves upon critical analysis of their lessons. This is not to say that I didn't add more detail or provide specific strategies to improve. I most certainly did, but the culture that was created through the use of all the above questions was more empowering and designed to impart a great sense of ownership amongst everyone present.

Whether peer to peer or from a supervisory position, engage in a collaborative dialogue during any feedback conversation. Then provide time to process, further reflect, and develop action steps for improvement. I hope you find the questions in this post as useful as I have.