Coaching and Leadership Principles For Professors

Leadership principles for
professors
James Breiner, Director
Tsinghua University
Global Business Journalism
1
James Breiner, Director
Global Business Journalism
Tsinghua University

jamesbreiner@gmail.com
weibo name: jamesbreiner

IJNet, free courses, articles, scholarships,
fellowships www.ijnet.org

Website: http://ijnet.org, Journalism
training in Chinese
Definition of a leader

A person who influences others
(Charisma is not a requirement)
Influence rather than authority or control
4
Who are some leaders?
Mothers, fathers, family members
Politicians
Executives, bosses
Professors, all of you
newsleadersinternational.com 5
Teachers are leaders
They influence thinking and behavior of
students

They establish ethical and moral standards

They serve society
Successful teachers (leaders)
Know what they are talking about
Lead by example
Are good learners
Respect their students
Motivate their students
Are consistent

Source: Lee Miller, Tsinghua professor
Some teaching methods
Give written feedback, not just a grade
Grade based on individual improvement, not
comparative language skills
Try to make criticism positive, focus on the
80% that's there, not the 20% that's not
Encourage them to think about journalism as
a career
Rewards, my colleague Lee Miller uses little
candies
What motivates students
Attention from the professor written
feedback, suggestions for improvement
Individualized criticism, skillfully delivered
Challenges, big goals
Autonomy, opportunity to develop own
projects
Success stories of graduates
Focus on their strengths, help them develop
those strengths. Overall results will be
better.
Some have reporting talent, some have
writing talent
The 80% move to 81%, not the 19% that's
missing.

Find ways to display and showcase their
work, maybe on a professor's blog.
Develop some slogans for the department.
Excellence, timeliness, grace under
pressure.

Help them get internships
Introduce them to employers
Help them get jobs
Being respected, taken seriously. In a discussion,
treat every person as important
If a student says something that is clearly wrong,
ask a question: have you considered this point of
view? Have you considered this data?

Your time. It is what they want the most. Listen,
but set boundaries
2 minutes of whining or complaining, then do
something or be quiet

Simulated newsroom, make them think
they're working in a professional environment
Write articles under deadline pressure
Public critiques of their work, just as in
newsroom
Collaboration with peers
Language of criticism

Focus on the work, not the person.

Don't use you

This is incorrect rather than You have
messed this up


Don't use you

When I suggest something needs more
research, I meet resistance and hear excuses

This work is unacceptable for these reasons

"This work (or behavior) does not meet our
standards (or expectations)
ALARM BELL: This assumes there are
written standards and expectations
Effective criticism

Be specific, clear

This writing is choppy might not mean anything to
the student

How to give effective criticism

Don't save up a sack of examples, and dump
them out all at once

Ask the student to do self-criticism

Ken Blanchard and Spencer Johnson, The One Minute Manager
Effective criticism

Be silent for a while; let it sink in

Tell the student how much you appreciate
him or her

Effective criticism

Emphasize that it was the action or the
work that bothered you, not the student

Dont bring it up again


Exercise: your experience
Take 5 minutes and write about your best
professors.

What did they do and what did they not do?

What good teachers do
They learn, they ask, they listen

They accept challenges and responsibility

They hold themselves accountable and do the same
for others

Characteristics of leaders
Skilled or intelligent
Passion, vision, motivation
Humility
Courage
Tenacity

What leaders do
Motivate others

Teach others

Take action, they get things moving

Make decisions, even if they are unpopular

What leaders do

Have high expectations of others

Demand your best

Have high standards
You have influence and power

You can act
You can start activities, communicate, establish a
code of ethics
Put things in writing
Do followup
Communicate clearly
Clearly stated goals, in writing

Clear expectations, in writing

Clear standards, in writing

What is a goal?

Definition

key elements

personal and professional goals

What are your goals for the
students?

Participant comments
Goal defined

Something that can be achieved

Examples of personal goals
Lose 5 kilos
Plan a trip to Brazil
Be a better mother or father
Save 30 percent of my salary

To reach a goal
specific
realistic
deadline
measurable
written

Source: John Edmund Haggai, El Lder
Other requirements
guides
participants
resources
Followup
Summary of leadership

Clearly communicate goals, standards and
expectations
Put them in writing
Help colleagues, students reach their goals
Followup, feedback

Exercise
Interview a colleague about their professional
goals, confidential

Pairs
Each person interviews, then is interviewed
Take notes

Exercise

What was it like interviewing and being
interviewed? What surprised you?

The leader as coach
Leads by developing people

Guide rather than dictator

Asks, doesnt tell Socratic teacher

Socratic method
What does the doctor do?

What is reality? What is going on?
Like Dr. House, a coach motivates employees to:
Observe
Collect evidence
Propose solutions
Try out solutions
Overcome obstacles
Careful: dont insult, humiliate people
Leaders ask, dont tell

Ask open ended questions
Focus on what the students can do, not what
the coach did in the past

Why ask and dont tell

My solution wont help the person

The employee never learns

It creates a dependency to give solutions

Change starts with me
It is a mistake to think, If this person left,
everything would be better

I have to accept part of the responsibility for
problems. What part am I willing to accept?
Change starts with me
If things are not going well, I must change
You cant change anybody
You can only change yourself
Small changes produce big impacts
Editor role: coach vs. fixer
Coach
Helps the person
Is there during the
process
Develops the journalist
Reinforces strengths
Shares control
Encourages
independence

Fixer
Fixes the problem
Changes story at last
minute
Undermines the
journalist
Emphasizes weaknesses
Takes control
Causes resentment
Achieve things through people
The leader serves others

Achieves things through others

Dedicates himself to helping his people
achieve success
Transformation
Training and development of people has
greatest potential for achieving change

What a coaching session is not
Its not...
A review of work details, an administrative
meeting
A chat, a bull session, gossip
Only when we have time
What a coaching session is
Scheduled, periodic, disciplined
Review of goals of advisee (mentee)
Conversation oriented toward action
Focus on strengths of the advisee
What happens in coaching
Remove barriers
Consider possibilities
Commitment with deadlines and measures
Fulfillment of commitments
Followup, accountability

Coach meetings
Regularly scheduled meetings (2 a mo.)
Agenda 24 hours before
Review of commitments and goals
Recap in 48 hours

Summary: the coach
Leads by developing the team
Socratic method: ask, dont tell
Guides instead of orders

Exercises:

Think about a recent criticism you made of
someones work. Now write down the way
you would do it according to what you
learned.

Write down some of the standards of work
and behavior of your newspaper; minimum
standards
55
The trap

Do you always need to be right?

This worsens conflicts
To avoid the trap

Youre right. I was mistaken.

Im sorry. Youre right.

Thank you for pointing that out. Youre
right.

Its not so hard if you practice it.
How to give praise
Tell the person, I want to compliment you on
something you did.

Tell the person right away

Be specific

Ken Blanchard y Spencer Johnson, La gerencia en un minuto

How to give praise
Describe how much you appreciate this work
and what it means to the organization

Pause for a moment and let the employee
enjoy the moment


How to give praise

Shake hands

Encourage the person to do more


Language of praise

Only well earned praise at that moment. Note the progress.

If the work is not perfect, dont say, however... or but...
You can touch on the imperfections at some other moment.
The person will be more receptive.

61
Hierarchy of praise and recognition

A few spoken words
An email
A handwritten note
Public recognition
Exercise

Spoken words
email
Handwritten note
Public praise
63
Fin

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