As the beginning of this chapter said, the director should
encourage the staff to do something new without telling them what to do. So I
am thinking: What kind of mentoring and coaching strategies that we can use to
encourage those staff?
As I look back at the 2 different directors I have been working
with recently I feel like my first director never socialized much with the
staff. She would always play a very firm role to the staff members, which led
me, as a new staff during that time, to feel some distance as I was trying to
establish a close relationship with her. On the other hand, something positive
came out of it. When she asked staff to do things, such as submitting a
document or returning a paper work to her or even when we knew she would come
in and observe the environment we would always try our best to complete
everything on time or even before due date. Personally, if I did something
differently, I was scared to explain why I wasn’t following her request or
listening to her which was why I always made sure that I completed everything
the way that she wanted. That was my motivating factor. On the down side, I
have never talked or shared much with her because I could feel a barrier
between our relationship.
My second and recent director presented herself totally opposite
of the first one. She is so kind and warm to all of the staff members. When she
came in the room she would always said hi, smiled and asked us about our day or
even asked if we needed anything or any suggestions that could help to improve
our teaching or classroom. She even brought us snacks and baked some cake for
us to eat during break time. Furthermore, she would give us cake for our
special occasion such as graduation, birthday or even becoming a naturalized
citizen as in my case. On the up side I could feel that she have built a strong
relationship with the staff. All the staff were happy to see her, talk to her
and even share their thoughts and ideas and requests to her because we always
knew that she was always there listening to us and making our requests come
true if it was possible. We would always have less stress and always came up
with new ideas, new request to improve our teaching and classroom. On the down
side, I think sometimes because of her kindness and open relationship with the
staff members, it may have led to lack of responsibility for some staff. When
she requested that the staff submit documents or paperwork not all of the staff
submitted them on time and she usually did not ask for it.
Personally,
I am still struggle to conclude which of these two styles of mentoring is the
best mentoring for our staff as a director. I am thinking that warm, kind and
open relationship would be the best fit for mentoring and coaching the teachers
but on the other hand I think that sometime we need to play a firm role as
well.
Hi Yhardsom,
ReplyDeleteAt the end of the posting, you state, "I am thinking that warm, kind and open relationship would be the best fit for mentoring and coaching the teachers but on the other hand I think that sometime we need to play a firm role as well." This has me thinking! I wonder if these two facets of the director are based on traditional expectations of what a director should be as well as how mentoring and coaching are defined. Does early childhood education have a narrow expectation of what a director should be? Has the field of early childhood education just accepted this narrow view without question or reflection? How might you rethink the position of director?
Jeanne
Hi Yhardsom,
ReplyDeleteHow do our actions speak to others about what we are like, and what attitude we are in when we assume different roles? Although people operate in many different ways, with different personalities and visions, I think being firm, yet kind and respectful, needs to take place at work. Having a reciprocal, respectful and nurturing relationship among staff, directors, children and families must happen, otherwise all the collaboration, understanding, trust and so forth won’t transpire. I agree with you, some people take a while to get to know, while others we get to know right away. How can we approach each other at work in a meaningful way that yields more satisfying results? How can we improve ourselves, the way we think, and how we are committed to change? In what ways can we exhibit responsibility for ourselves and be willing to step outside of our comfort zones, and start building a successful coaching and understanding relationship? How can we appreciate new perspectives, take on new aims, and figure out how to learn from these experiences?
Hey Yhardsome,
ReplyDeleteThese two different styles of mentoring and coaching are both good, but has their downfall as you mentioned. I feel that a little bit of both is a good way to go. Having a nice, kind, and open relationship yet also being firm to the staff so they wont take advantage of you is how I would want to be. Of course, the personality of the director will show as well. I think you are right and we share the same view on this. I feel that my director is a little bit of both. She is warm, nice, open, firm, but sometimes I'm a little apprehensive in talking to her. I couldn't ask for a better director, but sometimes I just get nervous around her. Is this common? What can I do to help stop this nervous feeling at times when I talk to her?
Hi Som,
ReplyDeleteAre there things that you could have done to build a relationship with your first director? Granted, some directors may not be as open, friendly, or hospitable as we may like, but in these cases, are there things we can do to turn things around? What would have happened if you made a real effort to socialize with this director despite feeling a barrier between the two of you? Do you feel things could have changed if you both made a concerted effort? As for your second director, do you feel her warmth was really the cause of the staff’s lack of responsibility? Does this lack of responsibility by the staff reflect the director’s leniency?
As with all things in life, balance is key. How often should directors take stock and reflect on how balanced their efforts are? How can staff play in role in a center being “more balanced?”
How can a director maintain a balance between being an authoritative figure and being a person that staff feels comfortable to communicate with? Does respect on the part of the staff come into play in trying to maintain this balance? How can a director build on a relationship with the staff without it jeopardizing how staff respond effectively and respectfully to him/her? What is the director's role in establishing communication and what is the staff's role in establishing communication? I worked for many years in a company (not an early childhood program) where some bosses kept everything strictly professional and some bosses socialized with the staff outside of work. I observed, myself included, that the staff showed higher respect for the bosses that socialized with them versus the bosses that remained "it's all about work only." It also set the foundation for a more relaxed and productive workplace. If ever a time where I was crossing the line of professionalism at work with the boss that was social, the boss would just gently remind me that this is work and I must remain professional and comply with his direction. I believe that added to my respect toward the boss. My experience led me to feel that mentoring and coaching can be balanced with open and personal communication. It takes much work though and the balance doesn't come easy. It takes effort, communication, respect, and maturity from both parties.
ReplyDeleteHi Yhardsom,
ReplyDeleteDo you think that a director should hold both the qualities that these teachers had? You gave examples of you two directors and the first director seemed very efficient in her work but the teachers may not see her as a mentoring type of director. Your second director has established a more personal connection with the teachers but is being taken advantage of by the teachers when it comes to getting their paperwork turned in on time. If these two directors could come together and find a medium in their work ethics do you think that it would help both the directors and teachers?
Where I work we have to directors and they are very much like your directors.