Folio_ColoronTrans_Full lockup horz

Making Time for Feedback: Strategies for Busy School Leaders

Today, I want to delve into a challenge many schools face: fitting effective coaching and feedback into the already jam-packed schedules of staff and myFolio supervisors.

This tightrope walk is a familiar one – and for good reason. Schools often lack built-in support systems like instructional coaches. This means Folio implementation can feel like adding another layer on top of an already overflowing plate.

The Capacity Challenge

Schools typically don't restructure leadership teams when adopting Folio. Instead, the burden of supervision and feedback falls on already busy shoulders. This is why organizations like ISM advocate for "growth coach" teams. Here, non-administrative staff (teachers, department chairs) are trained to provide feedback and coaching, alleviating the pressure on supervisors.

Strategic Solutions for Busy Schedules

At Folio, we encourage schools to combine coaching and feedback with existing strategic initiatives. This way, these conversations don't become just another to-do list item.

For example, a lower school division director or elementary school principal overseeing faculty and implementing a new reading curriculum could share the observation and feedback load with the reading specialist. This merges curriculum implementation with feedback, providing additional support for teachers during the transition. It's a win-win – teachers get extra help, the implementation goes smoother, and ultimately, the entire school community benefits.

Prioritization and Delegation: Key Tools for Leaders

One of Folio’s Principles of Professional Learning Excellence emphasizes realistic resource allocation. This means leadership teams need to consider: 

  • Do supervisors have the bandwidth for observation and feedback alongside their other duties? 
  • Can responsibilities be reshuffled or time freed up?

Many school leaders haven't received formal training in time management. The transition from a teacher's schedule, driven by bells, to a leadership role filled with meetings and endless emails, can be overwhelming. The "people-pleaser" nature often found in these leaders can easily lead to burnout.

Time Management: Your Secret Weapon

This is why strategic work often gets neglected. Resources like our blog post on using the Eisenhower Matrix to improve your team can help leaders prioritize and schedule these important (but not urgent) tasks like Folio observations and feedback conversations. Blocking time in the calendar ensures this strategic work actually gets done.

Delegation is another key piece of the puzzle. Sharing tasks and fostering ownership among other staff frees up leader time for strategic work.

Speaking from Experience

When I first started with Folio, I came from a middle school schedule with a pre-determined structure. Learning to protect and manage my time intentionally, rather than saying "yes" to every request, was a crucial lesson.

Proactive Scheduling: Keeping Strategy on Track

To counter the year-end scramble, I always aimed to schedule the next meeting with clients before hanging up, even if they anticipated rescheduling. This subtly "calendared" strategy work, ensuring it stayed on the radar amidst the inevitable busyness.

By working together, we can navigate this challenge and ensure effective coaching and feedback become a seamless part of the school experience, even with limited time.

About the author

Meredith Monk Ford

Executive Director of Folio Collaborative since 2013, Meredith Ford and her team partner with 100+ schools globally to help them foster a working environment of professional learning where teachers want to stay and thrive. Before joining Folio Collaborative, Meredith was a classroom teacher and coach. After graduating from the University of Maryland with a BA in Classics, she returned to her alma-mater, the Bryn Mawr School in Baltimore, to teach middle school ancient history and coach. While teaching at Bryn Mawr, she also completed her first master’s degree in Liberal Arts at Johns Hopkins University. In 2009, Meredith pursued a second master’s degree in School Leadership at the Harvard Graduate School of Education. The following fall, she joined the middle school faculty at McDonogh School where she served as a 7th grade history teacher, hockey and lacrosse coach, grade-level leader, and eventually, the Folio Administrator. As a result of her own Folio conversations with McDonogh administrators, she was able to realize one of her professional goals when she left the classroom to lead Folio Collaborative full-time. Because of her experience working in an environment where she thrived, Meredith is passionate about Folio’s potential to help other schools create that experience for all teachers. Although she is striving to spend the majority of her time working on the business, she still loves opportunities to train and facilitate workshops amongst administrators and faculty around professional growth, leadership, conversations, and feedback. She has spoken multiple times at the NAIS Annual Conference, the TABS Annual Conference, as well as many regional school association events. When she is not running the Folio Collaborative business, Meredith enjoys learning from her Entrepreneurs’ Organization Forum and spending quality time with her guys Owen (7), Walker (5), Briggs (2), and Robby (35).