Preschool directors wear many hats in the programs they work in—overseeing operations, licensing, and budgets, just to name a few such hats. One critical function of school directors is leading staff, which can include both supervisory functions and fostering professional growth. Often the management aspects of the job take precedence, but teachers need support in order to build on effective teaching practices.
So, directors, consider taking off your supervisor hat and try on your coach hat!
Coaching is defined as professional development that is ongoing, grounded in classroom practice (preferably an observation), individualized, reflective, and intensive. Of course some coaches are not supervisors at all, but many programs cannot afford a coaching staff. Directors can play this role if they follow some important guidelines:
- Clarify with the teacher which hat you’re wearing: supervisor or coach
- Use strength-based strategies by drawing attention to positive behaviors
- Share feedback that is objective, specific, and aligned with goals
- Ask open-ended questions that encourage reflection
- Support formation of concrete goals and action plans
- Provide feedback, not advice
- Keep discussions confidential to build trust
There are challenges for directors who also coach their staff, such as allotting time to coaching. As mentioned above, coaching is ongoing and intensive; directors may struggle to find time to play this role. Conflicting priorities can also be difficult to manage. State which hat you’re wearing—supervisor or coach—and stick to it by following the guidelines above in order to find success.
Finally, some teachers may respond better to a coach who is not a supervisor, so consider your staff’s priorities when making decisions.
