There are many contradictions in life that, for whatever reason, actually support one another.
For example, as a school leader, I am responsible for student learning outcomes and staff culture. Yet the reality is that we may not have a direct influence on student learning. Our teachers and staff can take credit along with the kids’parents. If success is attained schoolwide or it is fleeting, we look to leadership to determine why. So on the one hand, we have this responsibility while on the other hand, we lack a visible pathway for how we impact student learning.
This paradox creates a call to action for school leaders to rethink their roles in education. We should desire to clarify our roles in the school, maybe even find ways in which our work can more directly influence the teaching/learning experience. That is why I have taken more of a coaching stance in my work. I am attempting to “lead like a coach” in that I will shift to this approach when the timing and conditions are conducive for professional growth.
There are potentially multiple benefits in these dual identities. Professional growth is not just for the teacher. As a leader, I am finding that I can learn as much as anyone when acting as a coach. It’s impossible for me to know everything about the curriculum and instruction at each grade level and within each department. By being curious about the inner workings of our classrooms, I can become more knowledgeable about the practices we currently employ. This stance I take as a coach is the first step in understanding our school’s strengths and areas for growth. The information I gather can serve future professional learning experiences.
These dual roles of a leader/coach are not exclusive to the principalship. Teacher-leaders including instructional coaches have to adopt multiple identities while working with their clients. Lipton and Wellman describe three stances that an instructional specialist might take (Educational Leadership, 2007):
- Coaching (teacher is the primary source of information and analysis)
- Collaborating (specialist and teacher co-develop ideas and co-analyze situations, work products, and other data once they have clarified the problem)
- Consulting (supplies information, identifies and analyzes gaps, suggests solutions, thinks aloud about cause-and-effect relationships, and makes connections to principles of practice)
Considering this shared idea of multiple roles as a teacher-leader or as a principal-coach, I believe that the biggest challenge in successfully fulfilling the needs of educators striving to grow is knowing when to make these shifts. For example, when do we don a coaching hat and when should we be serving as a collaborator? Related, how do we shift back to the role of supervisor while still guiding the teacher to be the true evaluator of their own work? These are some of the questions I continue to explore as I learn more deeply about the promise of leading like a coach.