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What component of Transformational Coaching had the most significant impact on you?  Why?

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How can we incorporate The Art of Transformational Coaching

into the work we are already doing?

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What has your Region/Team already implemented in relation to the 5 Beliefs of Transformational Coaching

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Please list any recommended next steps for Districtwide implementation.

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I realized that I have to be in the right headspace to design the structures for a successful coaching session. Shifting from calibration to coaching is hard! We need patience.

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Listen with the intent to help the client navigate what is within their control (Sphere of Influence).

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In Region East we're using Transformational Coaching as a companion to the Coaching Competencies Rubric and Cognitive Coaching to specifically practice with select principals as Directors guide them through planning coaching conversations with teachers after they craft actionable feedback together. We use the 5 Beliefs and Crucial Influence. We use data from the observation platform to measure impact. A 6-8 week cycle allows us to look for growth in principal feedback to teachers and the follow-up coaching conversations

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I appreciate opportunities to reflect together and share ideas. I welcome more of these sessions

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We can bring it in as a partner to the work with actionable feedback to teachers. Written feedback alone will rarely change teacher practice if it isn't accompanied by coaching conversations. We can also make a connection between the Coaching Competencies Rubric and the Transformational Coaching. How they are alike and different and how they can compliment each other.

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The most most impactful aspect of Transformational Coaching for me was finding a space for this style of coaching in my brain in tandem with Cognitive Coaching. Coaching beliefs AND mediating thinking should be the goal and not an unintended result. I appreciate the reflective nature of this style of coaching as it forces us to do "inner work" with ourselves in service of others.

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Ditto to what Lourdes said! To add to that, to facilitate effective coaching conversations, we provide our principals with sample coaching scripts for feedback or planning meetings that may be tailored to each unique PLC, PDSA, or one to one coaching conversation.

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I welcome the idea of using this framework to enhance our current coaching practices- Cognitive Coaching, Executive Coaching, etc. All have a purpose and function in our roles and we need to become expert shape shifters and apply each or several styles as each context calls for.

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Yes, Lourdes. Spot on!

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Transformational coaching opportunity to observe and experience Elena Aguilar's work in person was truly powerful. I am reflecting more deeply on how to facilitate conversations that strengthen agency and autonomy of team members that I support. It is my goal to prioritize relationships that can elevate the depth of conversations that continuously impact our work individually and as a team.

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This was a great reminder that vulnerability is our ally when interacting with others. Our emotions, values and thoughts should be respected and challenged as needed in an empathetic way. This type of coaching can transformed the way we address situations with administrators and teachers. All parties involved win because humanity was at the core of the solution.

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I appreciated the tools and roadmaps that will strengthen our current coaching program. Specifically, assisting our candidates in centering and managing their social-emotional state prior to engaging in the content related part of the coaching conversation.

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The following areas/concepts could serve us well as a system in the areas of PDSA cycles, classroom observations, building teacher and administrators' capacity, formal performance evaluation, implementation of TLF elements, data dialogues):

1. The sphere of influence

2. Coaching for the 3 Bs

3. How to coach beliefs

4. How to coach for emotions

5. How to coach for resistance

6. The 5 beliefs of a transformational coach ( building trust and cultivating agency)

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HR LAASC program has implemented the Intention Setting to adult learning to every Induction Day (PD) for current administrators. This helps to define and guide where the coaching/learning will go.

Additionally, we have modified our Feedback forms to reflect the Arise model. We previously had feedback provided at the end of the day. Now, feedback is elicited at the end of each section of the PD.

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A task force could do the following:

1. Revisit the LAUSD Coaching Framework to determine how it aligns with our instructional efforts (observations of practice, PDSA cycles, data dialogues, TLF focus elements)

2. Find areas in the Transf. Coaching framework that could be added to enhance the existing LAUSD Coaching Framework.

3. Socialize revised LAUSD Coaching Framework with different offices and groups to gather feedback

4. Create a plan to re-launch the revised LAUSD Coaching Framework

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HR has invested in developing the LAUSD Coaching Cycle & Competencies which is research based and has a rubric for self-assessment. The LAUSD Coaching Competencies are used in all professional development and credentialing programs. I see many tools, resources, and dispositions in the Arise Coaching model that will be value-added to the LAUSD model as the LAUSD does not have tools and templates.

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Consider having Arise Coaching PD participants (HR and AIs) lead a mini-PD series for Directors. If budget allows, purchase books for participants and potentially work with Elena Aguilar to guest speak.

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Of significant impact was the importance of being self-aware of how we are showing up and what might be blurring our own understanding of the situation, including our triggers/past traumas. Once acknowledged, we can move away from making assumptions and towards coaching from a place of empathy and curiosity for what is being communicated verbally and non-verbally. Uncovering the underlying belief system that our coachee is operating from and validating any pain/discomfort as a step towards moving the work forward.

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Region North has been integrating coaching and feedback into our monthly Principals' Mtg. We have been engaging in regular calibration sessions during Network time where directors model how to focus our classroom observations and then how to develop well-balanced, warm demander feedback (even integrating AI as a strategy to identify if the standard was addressed completely). At our weekly Executive Leadership Meetings, directors and senior leadership calibrate and engage in coaching and consulting sessions. Although we have not unpacked Elena Aguilar's book, we do incorporate many of the beliefs of a transformational coach. As a team, during our RN retreat, we engaged in an emotional intelligence self-assessment process and periodically revisit. We also engage our team & principals in unpacking the book "Hidden Potential" and emphasize the importance of agency, self & collective efficacy, and the fact that the work has to begin with us.

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Next steps for us is to dive deeper into Elena Aguilar's transformational coaching during our mid-year retreat. We will build on the work that we've done with our directors around the LAUSD Coaching Competencies and the practices that we have around Cognitive Coaching. This work will then support the continued work with our principals around classroom observations, feedback and continued unpacking of "Hidden Potential."

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Creating a visual representation of how our coaching practices compliment each other and then work with central and regional leaders to calibrate how we will present this to our principals.

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I was reminded of the importance of listening to understand and connect with our clients. That also helps with deciding on next steps for professional growth.

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We engage in monthly coaching sessions with our directors during which we use data as a launching pad for coaching conversations, the aim for which to ensure directors are ensuring their schools are on track with priorities aligned to student need and supported by high impact practices.

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We had started the year with The Art of Coaching Teams as our touchstone text for principals and directors. Every principal and directors has a copy, and we engage in the directors in monthly readings that they can then use in their meetings with principals. Our goal is to ensure that at each level leaders use a coaching lens to empower educators to use data, qualitative and quantitative, to drive change.

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I agree with Marco Nava. Incorporating ideas from the book in our directors' meetings is a great next step.