In your context, what difference could effective mentoring have on teacher retention?
Looking at the teachers I work with, the 1:1 support offered each week has the potential to decrease the leaving rate as the teachers are supported in class each week. This support helps ensure the teachers in their first year of a 1:1 digital level have support in their learning and creation of structures and systems to prepare them for effective use and the ability to maximise the affordances of digital technology.
Part of my role is also to transition these teachers into their second year when my support ends to ensure they still feel connected or supported at an appropriate level.
In your context, what difference could effective mentoring/ coaching have for priority learners?
The impact on priority learners is large with engagement in their learning increasing due to the access of technology and the authenticity through Learn Create Share and Blogging. For me, it is to move into being a high effect facilitator to get a more significant shift of teachers in the year I am with them. It is also to ensure that ownership remains always with the principals, SLT and teachers and not with me which limits buy-in and shift. There is a fine line between supporting to stop overloading and having it being done to them.
What difference could effective mentoring / coaching have in your context for building teacher agency and leadership capacity?
The teacher's capabilities in a digital world increase, giving them the skills and knowledge to apply their pedagogical knowledge to students using the affordances of technology to increase student achievement, well being and engagement. In the second year, opportunities could arise to take a leadership role in the school around Manaiakalani Outreach and Learn Create Share. The new confidence and leadership opportunities also can lead to more agency as they then become the drivers of Learn Create Share.
What does a coach/mentor ‘look’ like and what do they do? Is it the same across cultures?
The coach/mentor needs to be highly adaptive and able to change to meet the needs of the mentees. If they cannot then they need to recognise this and suggest alternatives. They need to be able to build relationships and make connections quickly with the mentee to enable relational trust which ties in nicely with Five Dysfunctions of Team learning I have done in the past.
My definition of Mentor and Coach (developing)
Mentor = Guide - Greater use of questioning and learning talk to get the mentee to set a goal and then work towards it? Educative mentoring represents a shift away from advice and guidance / pastoral care to the facilitation of “evidence-informed reflective learning conversations.”
Coach = Support - Goal is preset, and then the coach is there to support the mentee to get there?
Learning conversations are crucial for both.
Listening to Manu and Anaru's Podcast and thinking in my own context it does seem there are synergies between cultures with knowing your learner being at the centre. Maori may prefer a group mentoring model to a 1:1 model.
Where do you think your current mentoring / coaching relationship sits in relation to these definitions and the ‘Situational coach-mentoring continuum visual diagram’? How do the definitions/continuum approach shape your expectations of this relationship?
My role possibly has me sitting in the middle of performance and potential on the continuum as it is context driven around Cybersmart and Learn Create Share, is a medium-term and focuses on roles and competencies. Somehow I need to be able to move this into the Personal Space for leadership as they are long term and have a more complex and evolving landscape to the teachers. There needs to be a partnership where the leaders to take more ownership in the strategic direction of the school in relation to Outreach and the cluster and requires me to facilitate this rather than do it to them.
While you read through these principles consider why they might be significant for you in a mentoring / coaching relationship and how they might influence the way you work with your current mentee/coachee.
Adult problem solving
- Watching and feeling
- Watching and thinking
- Doing and feeling
- Doing and thinking
What other practical applications of these adult learning principles can you see?
What’s on top for the mentee? Need to know this first before we can move forward and ensure the discussion is actually supporting the mentee and relevant to them.
In our model of Learn Create Share the opportunities for Watching and feeling, Watching and thinking, Doing and feeling, Doing and thinking are amplified as the mentees go through the process of learning. By accessing some new knowledge/information and then either creating or watching someone else produce a learning object is really going to support their education. The sharing of the new knowledge also gives opportunities for Watching and feeling, Watching and thinking, Doing and feeling, Doing and thinking as they interact with the blog post and potentially comment.
I guess in a 1:1 session there is going to need to be times when I am modelling in order to give the mentee an opportunity for Watching and feeling or Watching and thinking or giving the mentee opportunities to do the Doing and feeling, Doing and thinking and being able to talk through this if they so desire.
Staff meeting implications - Adult Education
- let learners know why something is important to learn,
- show learners how to direct themselves through information,
- relate the topic to the learner's experiences,
- help ensure that people are at the stage where they are ready and motivated to learn, and
- help learners overcome inhibitions, behaviours and preconceived beliefs about learning.
This is an excellent framework to use when planning staff meetings and would complement the use of a site rather than a slideshow. I would need to know my learners well to relate the topic back to their experiences.
- Following a formal process
- Getting to know your coachee/ mentee
- Setting aside a time for the session
- Protecting the time from other responsibilities or keeping the different roles clearly separated
- Taking the meeting off-site
When thinking about your current mentoring/coaching relationship, which approach do you think you presently take in your mentoring relationship? Why? What outcomes are you trying to achieve? When might you need to use a variety of approaches with the same mentee/coachee?
At the stage when working with teachers, the approach I take is Directive - Control to Directive - Informational. This is due to teachers not feeling empowered to direct the learning and move into the collaborative space where I would much prefer to work. This is possibly due to many reasons
- Lack of planning time with the teacher - need to book in time with each teacher at the end of the term to plan the following term
- Lack of buy-in that they can drive the learning - make time to discuss this and use active listening. I may move to problem-solving before hearing all the message?
- A structured context of cyber smart making them feel like they have no choice - I have tried giving options in the past to choose from still found little buy-in.
- Poor communication of expectations and opportunities for engagement of my support - School leadership taking some role in here as well as my part especially at the start of the year.
- Busy teachers overloaded - working Cybersmart into what they are already doing.
