In a previous post, I outlined the components of a great behavioral strategy. Of course, the strategy alone is not enough. To ensure not only the lack of bad behavior but also the flourishing of children, the implementation of the star of the show. To make a strategy systematic, persistent determination is required. Here are some ideas that could make it a reality.
1. Make sure the why is in the front and in the middle
We have to be careful not to jump right in What. It is far more likely that colleagues will jointly define a behavior strategy if the Why is widely understood. For us, the reasons for improving the behavioral strategy lie in the vision for the future that we have defined.
An important addition to this is the school’s broader goal. For children to thrive, not only must negative behaviors be missing, but productive behaviors must also be explicitly taught.
2. Commit yourself to develop a common understanding of the active ingredients
Although colleagues know Why is important, a detail must follow quickly, otherwise we risk frustration. The first level of the necessary details is to develop a common understanding of the active ingredients in the behavior strategy – key concepts or behaviors that must be consistently understood and applied. A group achieves a common understanding of a number of concepts over time and not after a presentation. Managers must be careful not to assume that employees know what they know just because information has been exchanged. Therefore, a number of implementation activities have to be carried out over a longer period of time. These activities depend heavily on colleagues knowing the key concepts. Therefore, regular conversations in a common, unified language are crucial.
3. Use the influencers
A single executive who prescribes changes can work well in certain situations but hinder implementation in others. By selecting and training influencers before all staff meetings, we can ensure multiple, confident voices that are great for creating momentum. It is a mistake to present an idea to a whole staff without having prepared key people. A number of colleagues who reinforce the core messages and support the strategies are much more reassuring for the employees and are more likely to lead to good implementation. If someone is insecure or even resilient, it can be more effective to have more colleagues than lawyers than a single leader could.
4. Provide clear initial training and regular follow-up Meetings
To get a group to learn new strategies and adapt habits requires a lot of practice, lots of repetitions and timely feedback. This first training session benefits from being short and clear. Even if a strategy shows only minor changes, the perception of changes can sometimes be greater than the change itself. Providing an overview of the strategy and scripting the first steps is more likely to result in a successful habit change than if You fully share the strategy in the first session.
Follow-up meetings may take place with all staff, but are more likely to be led by influencers and annual leaders in team meetings. These follow-up meetings take place after employees have tried different aspects of the strategy and the influencers have to ensure certain conditions in order to develop understanding and support their teams. One of these conditions is that everyone in the group should speak equally instead of being dominated by one voice. The goal would be to review understanding of the active ingredients and fill the windshield with a reinforcing presentation of the strategies that worked. This can lead to common problem solving in situations where success has not yet been achieved.
5. Give individual coaching and feedback
There will always be colleagues who find it difficult to deal with the behavior and cultural management of their room. This can be informal by encouraging low-stakes visits to colleagues’ rooms and returning the favor by inviting them back. The key is to enable discussions afterwards.
Sometimes coaching can be more formal. An example of this could be asking a colleague to imagine a goal and what that goal looks like and feels like. Once this is clear, it can be helpful to ask them to visualize the obstacles in order to isolate difficult parts and then analyze and solve problems.
Another option might be less a coaching model than a mentoring model, where someone who is highly skilled in managing behavioral models develops certain strategies for less experienced colleagues and takes small steps to develop their expertise. It can be helpful here to set catchy rules of thumb – if this happens, do it.
6. Create a reminder system
We all need to be reminded of things occasionally when we engage in certain routines, and one way to nudge the behavior is to provide timely memory prompts. This could take the form of an employee newsletter listing specific strategies. It could also be more subtle. For example, a thank you to the staff who recognizes the efforts in cultural leadership can provide an equally effective invitation. A final suggestion for reminders can be the presence of a highly visible leadership team that models certain behaviors that may slip to show what we value.
7. Get parents on board
Parents want their children to be happy and successful at school, and the home-school relationship is critical to fully implementing a behavioral strategy. Karen Wespieser’s ResearchEd Home lecture on improving home-school relationships is a good source of advice for this. We share expectations of behavior with children, but if we neglect to share the same expectations with parents, we’ve missed a trick.
Workshops for parents can get the most involved, but sometimes it is the most difficult to reach parents with whom we need to work most. There can be many reasons why parents do not get involved but instead turn to the parents In front The need to contact them with bad news can work wonders. Early and regular conversations to build a relationship that shares what is expected and most importantly, to share the child’s success are great ways to influence the behavior of those who most need our leadership.
Note: We are not the author of this content. For the Authentic and complete version,
Check its Original Source