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You've got a good plan, there may even be excitement and momentum about getting started (at least among the people who developed the plan). Do you know how many plans stop right here? Most. Yep...there is all this work and energy devoted to writing a plan and then there is no implementation. Does this seem like a waste? Everybody does it to an extent on an individual basis...how many times have you made New Year's Resolutions that never made it past day three? A question to ponder: Is the failure to implement plans due more to not wanting to fail or from being afraid to succeed?
It should be obvious that the real power of a plan comes through its execution. If this is so obvious, then why do so many plans fail to be implemented?
Who do you think is most responsible to see that the execution happens? Yep, it's YOU—the principal and superintendent. But what do you do when the plan is dependent upon others doing the work? You coach. Next, you coach some more. Take some notes to assess progress, then coach some more.
Use the metaphor of an athletic coach to visualize your job during implementation of your plan. The coach is not a substitute player. The coach's job is: |
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- To put together a successful game plan.
- To prepare every person for understanding his/her contribution to the plan.
- To know how success is measured.
- To recognize problems individuals are having and correct those problems with specific instruction.
- To see the big picture of play.
- To make adjustments when things aren't going as planned.
- To make sure everyone is working together.
- To use data to guide improvement.
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The metaphor breaks down (as all metaphors eventually do) when you're coaching a process rather than a game. As the position leader, you don't have 2-hour practices every day and 40 minutes once a week to figure out if you're winning or not. You must prepare for the long haul by consistently communicating the vision over time, collecting evidence of progress, supporting the process, and providing time for collaborative work.
To coach for school improvement, you must consistently take advantage of the short spurts of opportunity to learn from your team. A summary of work from the Concerns Based Adoption Model (CBAM) in the form of 3-minute interviews is included here to help you diagnose attitudes, feelings, reactions, and concerns of the people you coach. Use it so that you can support people individually according to their needs during the important work of implementing the plan. |
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| School Improvement |
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