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