Fostering a Culture of Institutional Effectiveness through Coaching
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1 Fostering a Culture of Institutional Effectiveness through Coaching
2 Overview School Introduction The Challenges of Building a Culture of IE What is coaching? What are transferable coaching skills? How can coaching facilitate a culture of IE? Case Study: Coaching in Student Success Q & A
3 Workshop Learning Outcomes Participants will Identify challenges to building a culture of IE at your institution, List values that define your institution s approach to IE, Define the discipline of coaching, Paraphrase the uses of coaching techniques for IE, Identify at least one IE area in which to apply coaching techniques
4 The Southern Baptist Theological Seminary Oldest seminary in the Southern Baptist Convention (1859) Largest seminary in the denomination (2,561 FTE fall 2016) Largest Master of Divinity program among ATS-Accredited schools Multiple Academic Programs 17 Graduate Programs 3 Baccalaureate Programs (14 majors) 1 Associate Program 3 Certificate Programs Multiple Administrative and Academic Support Units Over 30 assessable units as of fall 2017 One office of Institutional Effectiveness (IE) with 1.5 FTE staff Current AVP began in 2008 Prior background in IT / Process Improvement
5 Challenges to Building an IE Culture Cultural Structural Staffing Timing Fiscal Relational
6 Your Challenges to Building an IE Culture? Cultural Structural Staffing Timing Fiscal Relational
7 Institutional values shape your IE process Whether explicit or unarticulated, every institution has values that affect its IE process, Capturing and reviewing these values regularly is helpful for fostering a culture of IE, Let your institutional mission and core values aid this step, These values should/will shape the approach you take toward IE being merely functional rather than cultural,
8 What institutional values shape our IE process? Under the Lordship of Jesus Christ, the mission of The Southern Baptist Theological Seminary is to be totally committed to the Bible as the Word of God, to the Great Commission as our mandate, and to be a servant of the churches of the Southern Baptist Convention by training, educating, and preparing ministers of the gospel for more faithful service.
9 What institutional values shape your IE process?
10 From Values to Action Our institution s effectiveness is relationally driven; people matter, Our institution s priority is service, Our institution s accountability extends far beyond our accreditors,
11 Coaching Defined Coaching is the art and practice of enabling individuals and groups to move from where the are to where they want to be.
12 The Coach s Role Coaches allow the coachee to set the agenda for the discussion. Coaches ask questions and draw on motivations, ideas, and answers already within the coachee. Coaches support the client in identifying limiting beliefs and moving forward toward toward their goals. Coaches focus on the coachee s goals, and building capacity. draw out coachee s motivations, ideas, decisions. use dialogue skills to help coachee make new discoveries, gain perspective, and new insights. help coachee to create an actionable plan that will move them ahead.
13 The Coach s Skills Active listening so others can express themselves. 80/20 principle applies. Coaches should listen 80% of the time. Asking powerful open-ended questions that initiate a change of thinking. What, How, What, When, Where, & Who Q360 questions (Background, Result, Interpersonal, Systematic, Strategy). Expanding awareness that creates new learning. Designing action steps that will actually be accomplished. Following-up to increase learning and accountability.
14 Applying Coaching to IE Mission Assessment Goals Targets Measures
15 Applying Coaching to IE Make time to listen (and actually listen!) Ask intentional questions: Where does the office need to go (Mission)? How do you want to get there (Goals/Objectives/Targets)? How will you know when you ve arrived (Measures)? Three key Questions (Assessment) What happened? So what? What s next? Set realistic and meaningful targets Follow Up to ensure accountability Celebrate victories large and small
16 Applying Coaching to Your IE Identify at least three aspects of coaching that could apply to your IE process:
17 Case Study: Coaching in Student Success Center for Student Success (CSS) Established in 2011 Encompasses Academic Records, Academic Advising, Academic Enrichment (tutoring, writing center), Ministry Connection (ministry placement), Career an Vocation Services, International Services, Disability Services Opportunity: affect virtually every student s experience Benefit: touches every standard area! (Including CR 2.5, 2.10; CS , 3.4.4, 3.4.5, 3.4.6, 3.4.9, 3.9.1, 3.9.3; FR 4.1, among others)
18 Case Study: Coaching in Student Success Center for Student Success (CSS) New CSS Director with no accreditation experience: anxiety!, Newly-created office to integrate various services, IE Director was unintentional coach: Not an expert in each content area, Picked up on anxiety and changed approach, Used questions to advance the work, Grew in knowledge and strategic thinking Both directors became intentional coaches CSS Director coached his team members using standard set of IE questions, IE Director began coaching other departments
19 Coaching for IE: Six years in Transition creates one of the biggest challenges to the IE culture Keep apprised of comings and goings, Be intentional to meet new employees in key IE areas, Unfamiliarity causes anxiety resulting in inertia Maintain regular face-time with IE reporters Learn to ask good questions Have flexible discipline Set regular reporting deadlines, Communicate early, Stay late to help,
20 What s Next? Identify one academic or administrative support area in which to apply coaching when you return home What is the first step you will take to apply coaching in this area?
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