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You’re right, I agree that this prospect will be working with us soon: great! But now I’m speaking about what you could do even better”, I looked him directly in his eyes. This article is the eight part of a 12-part series featuring snippets from my new book, The Agile Secret.

Hello, Master,” said Hessen, the butler. After his polite greeting, he and all the rest of the attendants bowed their heads respectfully. Standing with an elegant posture, Matthias gave a slight nod in recognition of their greeting. His red lips were smiling in a subtle but not unfriendly way. I call this “praise and teach”. I want teachers to leave the powerful learning opportunity presented by sharing teaching and learning feeling 10ft taller, and able to take on the world, psychologically safe to take the tentative steps of development. Relentless improvement metrics Agile Manifesto Rule #12 : At regular intervals, the team reflects on how to become more effective, then tunes and adjusts its behaviour accordingly. The obsession with acronyms spreads far and wide: there is even a curriculum subject which, like a kindly foster carer, takes in abandoned topics with no place to go. PSE (personal and social education) became PSHE (with the addition of “health”) before evolving into PSCHE (“citizenship”) and most recently PSCHEE (economic). With British values and safeguarding seeking asylum in a curriculum subject somewhere, PSHE might become our very own educational countdown conundrum soon.Bill lived a simple life. He worked in the garden, and rested in his cottage. Other than having the occasional drink with his coworkers, he spent most of his time in the company of flowers and trees. It had been over a decade since his wife had passed away from an illness, and yet he rarely saw other women. And now that stone-faced man was taking care of a young girl? As we move forward into the next stages of the pandemic, and post-pandemic responses, we will further rely on your ever-growing expertise. Undoubtedly you will have the opportunity to continue to excel. developed a pilot programme to support schools with the growing number of pupils and staff struggling with mental health concerns

Just then, the girl, who had been watching Bill quietly, said, “Excuse me, Uncle Bill. I’m not actually that young. I’ll be twelve in a few weeks.” She was being careful to speak in as mature a manner as she could, and had slightly raised her heels off the ground to make herself appear taller. What didn’t work: These are the things that just flat out didn’t go right, should not continue, or made us feel bad/sad. Sometimes you stop doing those things, sometimes you double down. Here at EBI, we provide a range of services to support school development including teacher training, specialist recruitment, EAL and home-language support, as well as access to a range of therapy practitioners. Running, "lessons learned" sessions. So, I always actually used to do this in person with teams, but you could translate this really easily to a virtual thing. So, you could do a lessons learned session after a project has finished, for example, or something has launched; and you could make that really interactive using a tool like Mural. So that could be, you take a project and you go, "What worked well; would be even better if…?" and you can do that on individual contribution. And here’s simply how it works. If you’re reviewing something, whether for yourself or somebody else. You’ve got two columns on a piece of paper. You’ve got the positives, the pluses, the strengths, and you’ve got the EBIs. The things that you can specifically tell them an action for how to make it better.Scheduled time — it is difficult to find times to meet with coach, building it into a timetable would help. (10%) We'll put a link in the podcast notes to it, or you can just follow Bruce on LinkedIn and then you'll get access to his newsletter that way. But, if that is something that is a hot topic for you and your organisation right now, maybe it's something that you're really interested to read, or perhaps it's something that you could share internally. So, we thought we'd just mention it, because it's just one of those things that I think will be a really useful go-to resource for next couple of months, if not the rest of the year, to be honest. Sarah Ellis: Yeah, and actually one really nice that you did there, Helen, just listening to that example you gave, is in the language that you use, in the words that you choose, you said, "we" rather than "you". So, this could feel like a, "Well, I'm blaming my manager and this is you and your fault", whereas actually you said, "What could we do?" It’s simple: to guide your team in their growth, you need to grow continuosly. The outcome is growth for everybody involved. Once you’ve done a retrospective, help guide your team to be sure to actually focus on those things. You probably won’t see too much in the way of results for this first time through the process.

But I think it's a really big opportunity, because these people see you the most. They've probably experienced your ways of working the most. They've probably seen you at your best and your worst, which is helpful. Hence why I always think these people are so important to your ability to keep improving, keep getting better. It is individualised, I could work on a goal that had purpose to me. I liked having a one on one conversation with someone about my teaching”Not to mention that when you’re focused only on what goes wrong what you give attention to grows stronger. Which means the wrong stuff grows stronger, at least in your head. And you can get to a point where you or the person you’re talking to feels like they can never get better. The WWW and the EBI are often, although not exclusively, presented as two very separate, distinct elements of the observation. An often neglected area of the process of all forms of observation is the post-observation conversation*. In establishing a culture where developmental lesson observations are used to develop the quality of learning opportunities alongside and not instead-of or as separate-from judgmental or graded observations, the challenge is to find the most effective way to ensure that every post-lesson conversation is about professional learning and not professional telling. Suddenly he stopped laughing. Looked at me in a surprised and irritated manner and replied: “Improvement areas?? Me?? In sales?? But this prospect will work with us, I’m sure!’”.

My only issue with this year, is that I don’t see my coach as an expert — but rather — a colleague” So, the impact of their behaviour, they thought it was a positive thing, but you'd experienced it in a negative way. So I think you've got to, as part of these conversations, ask loads of questions. Also, think about what you can do, as well as what your manager can do.

even better

Bill Remmer, the gardener for the House of Herhardt, was a man with an innate talent for growing flowers. Thanks to this talent, he had maintained his job for twenty years already, despite his short temper and unsociable personality. He was so even-handed in his treatment of everyone that he acted the same way with the Herhardt family as he did with his coworkers. Even so, the family trusted him deeply. And none of them so much as Dowager Herhardt did. She had an eccentric love of flowers, so she had limitless understanding and tolerance when it came to anything connected to her garden. Even the cottage that Bill had been provided in the woods behind the mansion had been her idea. What will we focus on for the next period? It’s critical to choose only one or two areas of focus. To prioritize you can vote (dot voting) for the above items. There are always more things that we’d like to improve than we can focus on. Focusing on less is key (just like with product goals/initiatives!). I have enjoyed being part of this program because it has allowed me to become a better teacher and focus on something that will benefit me and my students.”