The Effective Manager

The Effective Manager
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Описание книги

“Make sure your students follow your instructions.” That sounds like a straightforward instruction, but in fact, it’s fairly abstract. What does a teacher actually have to do to make sure students are following? Even the leader delivering this direction may not know, and the first-year teacher almost certainly doesn’t. The vast majority of teachers are only observed one or two times per year on average—and even among those who are observed, scarcely any are given feedback as to how they could improve. The bottom line is clear: teachers do not need to be evaluated so much as they need to be developed and coached. In Get Better Faster: A 90-Day Plan for Coaching New Teachers, Paul Bambrick-Santoyo shares instructive tools of how school leaders can effectively guide new teachers to success. Over the course of the book, we break down the most critical actions leaders and teachers must enact to achieve exemplary results. Designed for coaches as well as beginning teachers, Get Better Faster is an integral coaching tool for any school leader eager to help their teachers succeed. It’s the book’s focus on the actionable—the practice-able—that drives effective coaching. By practicing the concrete actions and micro-skills listed here, teachers will markedly improve their ability to lead a class, producing a steady chain reaction of future teaching success. Though focused heavily on the first 90 days of teacher development, it’s possible to implement this work at any time. New and old teachers alike can benefit from the guidance of Get Better Faster and close their existing instructional gaps. Packed with practical training tools, including agendas, presentation slides, a coach’s guide, handouts, planning templates, and 35 video clips of real teachers at work, Get Better Faster will teach you: The core principles of coaching: Go Granular, Make Feedback More Frequent, Top action steps to launch a teacher’s development in an easy-to-read scope and sequence guide The four phases of skill building: Phase 1 (Pre-Teaching): Dress Rehearsal Phase 2: Instant Immersion Phase 3: Getting into Gear Phase 4: The Power of Discourse

Оглавление

Horstman Mark. The Effective Manager

DEDICATION

INTRODUCTION. WHO THIS BOOK IS FOR, WHAT IT'S ABOUT, AND WHY

About Manager Tools

A Note about Data

A Note about Gender

1. WHAT IS AN EFFECTIVE MANAGER?

Your First Responsibility as a Manager Is to Achieve Results

Your Second Responsibility as a Manager Is to Retain Your People

The Definition of an Effective Manager Is One Who Gets Results and Keeps Her People

2. THE FOUR CRITICAL BEHAVIORS

The First Critical Behavior: Get to Know Your People

The Second Critical Behavior: Communicate about Performance

The Third Critical Behavior: Ask for More

The Fourth Critical Behavior: Push Work Down

3. TEACHABLE AND SUSTAINABLE TOOLS

4. KNOW YOUR PEOPLE – ONE ON ONES

Scheduled

Weekly

30-Minute Meeting

With Each of Your Directs

The Manager Takes Notes

Where to Conduct One On Ones

5. COMMON QUESTIONS AND RESISTANCE TO ONE ON ONES

The Most Common Forms of One-On-One Pushback

Talking Too Much and Talking Too Little

Pushback on Note Taking

Can I Do One On Ones over the Phone?

Can I Be Friends with My Directs?

Can I Do One On Ones as a Project Manager?

6. HOW TO START DOING ONE ON ONES

Choose Times from Your Calendar

Send Out a One-On-One E-mail Invitation

Allow for Possible Changes in the Near Future

Review Intent, Ground Rules, and O3 Agenda in Your Staff Meeting

Answer Questions

Conduct One On Ones Only for 12 Weeks

Don't Rush to Get to Feedback!

Don't Rush to Get to Negative Feedback

7. TALK ABOUT PERFORMANCE – FEEDBACK

Encourage Effective Future Behavior

When Should I Give Feedback?

8. COMMON QUESTIONS AND RESISTANCE TO FEEDBACK

How Does It Sound?

The Capstone: Systemic Feedback

9. HOW TO START DELIVERING FEEDBACK

Announce Your Intention in Your Weekly Staff Meeting

Schedule 30 Minutes for Your Briefing

Use Our Materials

Cover the Purpose of Feedback

Walk Them through Each Step of the Feedback Model

Give Only Positive Feedback for Eight Weeks

Add in Negative Feedback after Eight Weeks

Stay as Positive as You Can

10. ASK FOR MORE – COACHING

Step 1: Collaborate to Set a Goal

Step 2: Collaborate to Brainstorm Resources

Step 3: Collaborate to Create a Plan

Step 4: The Direct Acts and Reports on the Plan

11. HOW TO START COACHING

12. PUSH WORK DOWN – DELEGATION

Why Delegation Is the Solution – The Delegation Cascade

How to Delegate – The Manager Tools Delegation Model

13. COMMON QUESTIONS AND RESISTANCE TO DELEGATION

What Should You Delegate?

What If a Direct Repeatedly Says No to Delegation Requests?

14. HOW TO START DELEGATING

AFTERWORD

WILEY END USER LICENSE AGREEMENT

Отрывок из книги

If you're a manager, this book was written for you. If you've ever struggled to lead your team or wondered how to handle a difficult situation, this book is for you. If you find the people side of management (and that's all this book is about) difficult at times, this book is definitely for you.

To be clear: this book isn't about “management” the way most business publications talk about it. To them, “management” means big organizational ideas like strategy, or finance, or organizational change. If you scan the Management section of The Wall Street Journal, you'll see articles about those topics. That's not what this book is about. Frankly, if you're just a frontline manager, or maybe even a director, you don't need to know a lot about that kind of “management” just yet. What you do need to know about is how to manage people. If that's you, this book is for you.

.....

Do you understand? An audience doesn't react to a speaker's nervousness. They react to the behaviors that they see and hear that they ascribe to nerves. If Paul is nervous but doesn't behave as if he is nervous, will his audience notice? Of course not. They'll think he's confident.

Suppose Paul is not nervous, but he engages in all the behaviors that a nervous person engages in. What is the audience going to think? That he's nervous and not confident. At the executive level, that's the kiss of death.

.....

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