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Using deep and active listening, affirm and support my teachers and teams as a coach.

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Using deep and active listening, affirm and support my teachers and teams as a coach.

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(2023) 3D Approach to Leadership Beliefs 

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Using the ARC to further develop my teams and teachers.

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blending authentic leader and transformational leader.

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Golden circle of Why-How-What

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To have emotional regulation and cultivate a space between an emotional stimulus and responding to it.

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It is important to be clear of my purpose so that I can better communicate that information with my colleagues.

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Clarity of developing people through ARC in terms of the percentages of time spent and it operating as an arc. To be deliberate in using assignments as a means to stretch, develop people while being present to mentor and offer feedback.

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I have recognized that to learn to lead is a development process for myself - and that we must recognize how to continually grow our staff under our guidance (ARC model).

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To better have developmental relationship support when tasking JHs with assignments

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Emotional regulation is important to be an effective leader. The idea of creating that space and being able to reevaluate or depersonalise feedback can then allow for myself to better use these as a way to improve.

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Shaping the behaviour can change culture. Work on structure/processes to shape the behaviour.

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To develop areas of weakness to a level that will not impede my job

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The need to find the balance between my personal beliefs as a leader, the situation/environmental I am in, and the expectation of what kind of leader others want me to be (the dilenma).

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As a MM, both assignment and relationship development are important and should be thought carefully so that we can have a better experience for both myself and my JHs

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As a MM, both assignment and relationship development are important and should be thought carefully so that we can have a better experience for both myself and my JHs

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After taking on more responsibilities, and i could manage them well, also my colleagues seek for my advice while they are in doubts.

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I have become more aware of the need to reflect (obtain feedback positively), recalibrate if needed and meaningfully carry out my role to the best of my ability. 

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I have become more aware of the need to reflect (obtain feedback positively), recalibrate if needed and meaningfully carry out my role to the best of my ability. 

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To step out of my own comfort zone & experiment with different leadership skills to be a better leader (e.g. personally & for the officials I am working alongside).

Athena

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Have the clarity in the ‘why’ and using ARC to help grow myself and others.

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The need to be more open (to ideas, changes etc) in order to develop myself further. How the importance of values cumulates in the values-based leadership - which can be very important to culture building within the team (starts from shaping behaviour anchored on values).

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Self-awareness & how to get buy-ins.

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To be more self aware of my thoughts, feelings and to manage my areas of improvement. To harness the power of other's strength to work towards organisational outcomes. To also be adaptable whole holding on to our own values.

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Better understanding of myself as a leader under the LGM

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To be anchored in my beliefs as a leader and as an educator. To look beyond the short-term needs of the team to build a common vision so that staff will understand and believe in the 'why we do what we do'.

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The type of leadership style and models. Importance of ARC and applying for future engagement with JO

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Using the leader growth model as an indicator of my development plan

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I’m more aware of the areas that I have to strengthen in order to become a better MM and very much of that is internal.

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Being present. Listen attentively

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Listen and hold space before jumping into solutioning

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Listen and hold space before jumping into solutioning

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Without giving solutions, mirror what the case giver is saying and try to be an active listening and probe more questions

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Understanding people's motivation will help support their development.

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Using ARC implicitly in developing those under me.

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Focus on clarifying rationale and purpose to achieve buy-in and hopefully increase motivation.

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Coaching

Instead of giving suggestions and advice, try to ask powerful questions to guide people

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Active listening, to mirror their emotions and hold myself back in giving solutions.

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Pass the responsibility to our coachees instead of providing solutions for them.

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To listen actively to my team's needs and hold my comments, while seeking out advice at the same time.

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Spend more time to build relationship, and find opportunities to infuse the R into the Assignments.

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Listen actively and not give solutions. Guide the coachee towards finding his own solution

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Use the coaching strategies in appropriate scenarios to guide the ‘coachee’ in arriving at a suitable situation.

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Provide my JH with a clear vision to develop professionally.

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coaching in listening, thinking and questioning. not to mentor or counselling

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How to be a better coach, speak less listen more.

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Let the solution emerge for the coachee and help him/her explore options

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Listen actively and provide opportunities to sieve out possible solutions to something that needs to be addressed.

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Listen actively and provide opportunities to sieve out possible solutions to something that needs to be addressed.

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Active listening and the techniques of coaching

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Understand the situation, do not jump into conclusion. Always think of different approach/ways to develop my JHs 

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Understand the situation, do not jump into conclusion. Always think of different approach/ways to develop my JHs 

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Remember to hold the space and ask questions. Guide the officers on the possible solutions before making his/her own decision.

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To listen more, clarify more in a neutral manner. To also look into strengthen and AGF in team members to develop them more.

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To listen more, clarify more in a neutral manner. To also look into strengthen and AGF in team members to develop them more.

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“Quick to listen, slow in talking, inclusive in decision making” - the quote shared aptly sums up our discussion this morning.

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1) listen to team members and show empathy. Give affirmation.
2) don't be too quick in giving advices, comments or solutions
3) work together as a team and make decision as a whole, instead of I say, you do.

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Anchoring culture on desired behaviours, which can then be shaped by the environment I provide in the team.

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I will seek to actively ensure that there is a safe yet conducive environment in my department / meetings to discuss and decide on matters.

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The focus and balance on performance, experience and learning as well as the contributions and concerns of the team.

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Be an active listener and be inclusive in decision makings

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I'll pay more attention to avoiding any psychological blindspots.

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The feelings of individuals and how as MM i can be the connecting link between different stakeholders

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Small 'yes' questions to give autonomy to teachers. Know more about their personality to build culture based on diversity of the team

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Small 'yes' questions to give autonomy to teachers. Know more about their personality to build culture based on diversity of the team

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Culture is lived through behaviour

-          Lerwin’s Equation => B =f(P, E)

In order to create an environment, shape behavior, knowing that behavior leads to culture forming (knowing that personality is hard to change)

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To be more aware of the psychological safety of  team members and creating a safe environment for sharing

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beside performance results and experiences, place emphasis on staff's learning. 

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beside performance results and experiences, place emphasis on staff's learning. 

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Being aware of the three points of performance, experience and learning in team work.. and how to manage the three without it being too lopsided to one aspect.

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A good balance of performance, learning and experience.

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Listen to fellow colleagues and understand their perspectives. Be adaptable to change.

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Harness on each individual's strength

Self-awareness and relationship building (personal and work related)

Performance, Experience and Learning

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to provide a safe environment to the team

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Quick to listen. Slow to comment. Inclusiveness in decision making.

Don’t jump to conclusion. Empathise more.

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Changing the environment to help shape desired behaviour outcomes

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To suspend judgement and listen to the issues and concerns instead of jumping to conclusion and being reactive.

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To be mindful of my reactions and response to others, so as to create a safe environment for my team

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To bring about the desired behaviour, one could influence the environment.

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To bring about the desired behaviour, one could influence the environment.