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Being an Effective Teacher

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Presentation on theme: "Being an Effective Teacher"— Presentation transcript:

1 Being an Effective Teacher

2 Strategies for Success
Based on Stephen R. Covey’s “The 7 Habits of Highly Successful People”

3 The Seven Habits: Be Proactive. Begin With The End In Mind.
Put First Things First. Think WIN! – WIN! Seek First To Understand, Then To Be Understood. Synergize. Sharpen The Saw.

4 Effective Habits Internalized principles and patterns of behavior

5 The 7 Habits Allow You To:
Empower Yourself Empower Your Classroom or School Maintain Your Growth

6 Empower Yourself Habits: 1.Be Proactive. 2.Begin With The End In Mind.
3.Put First Things First. Deal with personal growth, self-control, self-reflection, maturity, and independent thinking.

7 Habit 1: Be Proactive Concept: Leads to: Implementation:
Using self-awareness to realize you have the ability to choose your response to any circumstance, situation, or person. Leads to: Empowerment through acceptance of responsibility, less blame laying / victimizing, increased effectiveness, and positive change. Implementation: Make responsible, sensible decisions based on the goal of a productive outcome not based on personal tendencies or preferences.

8 Being Proactive—Key ideas
Proactivity is the power to choose your own response. Proactive choices are guided by values, not feelings. When we are proactive, we accept responsibility for who we are, what we have, and what to do. When we are proactive, we create results. Proactivity isn’t the same as agressiveness. Proactivity is the absence of judgment and blame.

9 Proactivity--Summary
We develop our proactivity muscles not in extraordinary events, but in our ordinary day-to-day activities. To develop our proactivity, we can practice being “a light, not a judge” for 30 days. By being proactive, you can be a transition person. If we think that the problem is “out there,” that very thought is the problem, itself. *****************************************

10 Habit 2: Begin with the End in Mind
Concept: Using your conscience to envision and create a desired outcome. Leads to: Increased and effective planning, increased visioning, thinking outside the box, and responsible decisions. Implementation: Plan for the future with a vision of the desired outcome in mind and work purposefully and creatively to meet that goal.

11 Begin with the end in mind
All things are created twice—first mentally and then physically. Beginning with the end in mind includes defining values to guide our proactivity. Beginning with the end in mind is a process of rescripting (getting out of ruts and natural tendencies).

12 Begin with the end in mind—Key ideas
A personal mission statement sets an overall purpose for our life. A mission statement often includes a set of personal beliefs. Writing a personal mission statement is as much an act of discovery as an act of creation.

13 Beginning with the end in mind—Key ideas
We clarify our personal mission by dividing it into roles. Roles are key to creating balance in life. Goals define what we want to achieve within each role. Goals can be lifelong, intermediate, or short-term. The best goals are consistent with out personal mission.

14 Beginning with the end in mind--Summary
Working from a clear sense of mission creates integrity. Effective organizations are mission-driven. Visualizing something organizes the abilities needed to bring it about. Mission, roles, and goals can change because we are in charge of them. We can help others achieve their potential. ******************************************

15 Habit 3: Put First Things First
Concept: Using self control and willpower to purposefully determine priorities. Leads to: Increased organization, productivity, increased sense of accomplishment, unity and decreased futility. Implementation: Prioritize and delegate responsibilities in the most sensible and outcome oriented manner.

16 Put first things first: Scheduling ideas
We gain control of time and events by seeing how they relate to our mission. The concepts of importance and urgency create four categories of time demands: Category 1: urgent and important Category 2: important, not urgent Category 3: feel urgent, not important Category 4: neither urgent or important Examples of each

17 Putting first things first—Examples of time use
Category 1: Urgent/Important--crises, pressing problems, deadlines. Category 2: Not urgent, but important—planning, relationships, opportunities, preparation, crisis prevention. Category 3: Urgent, not important– interruptions, some calls, mail and reports, some meetings Category 4: Not urgent, not important—busywork, some mail, some phone calls, time wasters.

18 Putting first things first--Time use, continued
We solve time-management problems by giving priority to Category 2 activities. By moving from Categories 3 and 4 to Category 2, we replace reactivity with proactivity.

19 Putting first things first—Scheduling Key Ideas
The first principle of organization is scheduling. The key to scheduling Category 2 activities is weekly planning. High-leverage activities come from “top-down” (general to specific) planning. Review mission, review roles, id goals, plan your week, plan your day.

20 Putting first things first—Scheduling Key Ideas
A good organization (or a good classroom) has six characteristics: Coherence (integrates mission, roles, goals, and weekly/daily planning Balance (physical, spiritual, mental, social/emotional) in all of your roles Category 2 (not urgent, but important) focus People (delegation, communication, agreements) Flexibility (the plan is the servant, not the master) Portability (the plan is easy to carry around)

21 Putting First Things First--Delegation
The second principle of organization is delegation. Stewardship delegation sets a context for successful performance—1. desired results, guidelines, 3. resources, accountability, 5. consequences. Stewardship delegation saves time.

22 Putting First Things First--Initiative
People develop their initiative through five levels— 1. wait for instruction, 2. asks what to do, 3. recommends, 4. acts independently, but reports immediately, 5. acts independently and reports routinely. ******************summary 1, 2, 3

23 Habits 1, 2, and 3… Habits 1, 2, and 3 express our uniquely human potential—be proactive, begin with the end in mind, put first things first. They take us from reactivity to proactivity. As we master events and circumstances, we separate ourselves from all other forms of life, and become who we are.

24 Checkpoint Have you created conditions that support putting first things first? Have you written a personal mission statement? Have you organized your activities into a set of roles? Have you set goals within each role? Do you operate from a weekly plan? Do you plan each day with activities that support your weekly plan? Do you strive to achieve balance between roles?

25 Empower Your Yourself: Empower Your Classroom
Habits: 4.Think WIN – WIN. 5.Seek First To Understand, Then To Be Understood. 6.Synergize. Deal With interpersonal relationships, conflict resolution, effective communication, and purposeful teamwork.

26 Habit 4: Think Win – Win! Concept: Leads to: Implementation:
Using interpersonal and problem solving skills based on a strong sense of personal principals and security to seek mutually beneficial outcomes. Leads to: Increased trust, respect, cooperation, communication, productivity, a greater satisfaction of hope and decreases selfishness and competitiveness. Implementation: Seek outcomes that are beneficial for all stakeholders by setting aside self-centered tendencies.

27 Think win-win: The Habit of Interpersonal Leadership
Win-win means seeking solutions that allow everyone to win. Successful relationships are built on a win-win foundation. We must rescript ourselves to think win-win.

28 Think win-win: Key ideas
The most mature attitude in a relationship is “win-win or no deal.” Options: Win-win Win-lose Lose-win Lose-lose Win (just get what you want—no thought to others’ needs) Win-win or no deal

29 Think win-win: Key ideas
Is “win-win” an independent or interdependent reality? Win-win relationships comes from seeking the third alternative. The key to finding the third alternative is to stay in the communication process.

30 Win-win: key ideas Win-win is a total philosophy that builds on character. A win-win character consists of three traits—integrity, maturity, and the abundance mentality (a belief that you don’t see life as one big competition, and most of your psychic satisfaction doesn’t come from comparisons. Most people develop the opposite of the abundance mentality—the scarcity mentality (if there is a winner, there must be a loser) We like to see others do well, but not too well!

31 Win-win: key ideas Out of character flows trust, and trust is the foundation of healthy human relationships. If character is present and the trust is high, then people can hammer out win-win decisions and agreements. When you have a difference with another person, try a mature, three-step, win-win approach to problem solving. (agree to communicate until a solution is at hand, listen first, when you sense the other person feels understood, then you speak with courage and conviction. We can strengthen win-win in ourselves by emulating it in others.

32 Win-win summary Win-win behaviors survive only in systems that support them. The systems that govern us may be formal or informal. If the win-win principle is to govern human behavior, it must be built into the systems of the organization. Systems may be causing the problems that we are blaming on people.

33 Win-win summary The key to changing losing systems is to choose the most appropriate strategy of influence within our own circles of influence. The win-win principle is often undermined by an incomplete information and communication system. (Short-term goals and hard data often win out over long-term goals and soft data, and that’s a shame.) ******************************************

34 Habit 5: Seek First To Understand, Then To Be Understood
Concept: Using empathetic, effective listening skills and strong, effective communication skills along with selflessness to promote understanding and communication. Leads to: Increased understanding, empathy, consideration, good will, collegiality, and cooperation. Decreased frustration and feelings of futility. Implementation: Purposefully listen to and consider other’s communications with you before beginning to express your own.

35 Seek First… Discussions go more smoothly when one of the parties is willing to be the first to understand. To understand another person, we must be willing to be influenced. When we are open, we give people room to release their fixed positions and consider alternatives.

36 Seek First continued… Seeking first to understand lets us act from a position of knowledge. By seeking to understand, we gain influence in the relationship. Seeking first to understand leads people to discover the third alternative.

37 Seek first continued… Autobiographical responses keep us from understanding. They are neither good nor bad. Four main autobiographical responses: Evaluating---judging (agree/disagree) Probing—asking questions Advising—telling Interpreting—explaining from our perspective; may rob them of their perspective

38 Seek First to Understand…
Key Idea Summaries To truly understand, we must listen to more than words. Empathy is listening with the eyes and heart. Empathetic listening is deep listening, followed by statements of what we understand the other person is expressing.

39 Seek First to Understand…
Key ideas continued… Empathetic responses can guide both people to understanding. Empathetic listening allows other people to explore their feelings at their own pace and direction.

40 Seek First to Understand…
Key ideas in Empathetic Listening… Developing the skill of empathetic listening progresses through 5 stages: 1. Mimic the content of what is said. 2. Rephrase content 3. Reflect feelings 4. Rephrase content and reflect feeling. 5. Learn when not to reflect.

41 Seek First to Understand…
Key ideas in Empathetic Listening Empathetic responses will backfire if the attitude behind them is wrong. We can support the skill by letting the other person know what we are trying to do. The second half of the skill of creating understanding is seeking to be understood.

42 Seek First to Understand…
Summary: Seeking first to understand saves time. Empathetic Listening is not a panacea. Understanding is not the same as agreeing. Empathetic listening is the highest of 5 levels of listening: ignoring, pretend listening, selective listening, attentive listening, empathetic listening. ***********************************************

43 Habit 6: Synergize Concept: Leads to:
Using all the habits in conjunction to create team work that produces purposeful, imaginative, and meaningful outcomes. Leads to: Higher levels of achievement for all. Increased productivity and personal involvement. Decreases monotony and repetition. Implementation: Encourages and promotes team work among colleagues to provide creative possibilities for the solution to challenges facing your school

44 Synergize Synergy means one plus one equals three or more.
Synergy is the process that reveals the third alternative. The way to create synergy is to create a context that supports it.

45 Synergy… We see the world as we are…
Our differences point us toward the third alternative. Studies of the right and left brain show that at least some differences are built into our nature. The two sides of the brain allow two different styles of thinking. Relationships that join people of different abilities and styles of thinking are opportunities for synergy. The first step in taking advantage of differences is to respect them and appreciate them. Stereotypes can keep us from appreciating differences.

46 Synergy… Synergy is… -the uniting of two minds in a cooperative process of creativity. -a union of differences that moves both people’s awareness to a higher level where the differences are overshadowed by mutual benefits. -the process by which we help each other escape the limitations of our individual perspectives. -the consequence of Habits 4 and 5. *********************************************

47 Maintain Your Growth Habit: 7. Sharpen The Saw.
Deals with reasons and ways to continually renew and improve yourself and to maintain balance in your life.

48 Habit 7: Sharpen The Saw Concept: Leads to: Implementation:
Using the need for self maintenance to be the catalyst for continued self improvement and growth. Leads to: Increased energy, stamina, alertness, a refreshed outlook, improved relationships, and renewed spirituality. Decreased stress, burn out, and fatigue. Implementation: Take time to address our physical, mental, emotional and spiritual needs to allow yourself to continue to e a successful administrator.

49 Sharpen the Saw Sharpen the Saw applies a simple principle that is the key to self-directed change. Sharpening the saw is the true victory over self.

50 Sharpen the Saw… the physical aspects
Sharpening the saw means maintaining our personal Productivity Capability. (taking care of both the golden egg (your needs and wants) and the goose (yourself). We sharpen the saw in four areas—physical, mental, spiritual, and social-emotional.

51 Sharpen the Saw… the physical aspects
The key to sharpening the saw is doing little things consistently. Sharpening the saw given us the control that we seek. What we eat affects our health. Exercise expands the body’s limits. Moderate exercise can pay dramatic benefits. The greatest benefit of fitness is self –esteem.

52 Sharpen the Saw… the mental aspects
We strengthen the mind by challenging it. Mental exercise doesn’t have to be boring (read, journal, creative writing, puzzles, hobbies, poetry, collect quotations, become an Independent Scholar, music…)

53 Sharpening the Saw… the spiritual and social/emotion aspects
The spiritual dimension is the Leadership of Life. We tap into the spiritual dimension through activities that put us in touch with higher values—nature, literature, biographies, meditation/prayer, music/art. We practice the social/emotional dimension whenever we are with other people.

54 Sharpening the Saw… the spiritual and social/emotion aspects
We practice our social/emotional dimension by being proactive in our social contacts. The key to sharpening the saw is the hour of daily private victory. The victory comes through being regular about getting to know and honoring yourself. Private victories precede public victories. **************************now summary

55 Review: 7 HABITS PROACTIVE:
Choosing your responses BEGIN WITH THE END IN MIND: Envision and create the desired outcome. PUT FIRST THINGS FIRST: Purposefully determine priorities. THINK WIN – WIN: Seek mutually beneficial outcomes.

56 Review: 7 HABITS (cont.) SYNERGIZE: SHARPEN THE SAW:
SEEK FIRST TO UNDERSTAND THEN TO BE UNDERSTOOD: Use effective communication skills. SYNERGIZE: Promote teamwork. SHARPEN THE SAW: Address your own needs.

57 YOU DECIDE Choose your responses React automatically
Either Or Choose your responses React automatically Envision and create outcomes Complete meaningless work Create mutually beneficial outcomes Create losers Determine Priorities Haphazard efforts

58 YOU DECIDE Use effective communication Speak without understanding
Either Or Use effective communication Speak without understanding Promote teamwork Promote competitiveness among staff Address your own needs Become burnt-out and ineffective

59 Seven Habits Summary We can speed our development of the Seven Habits by attending to sources of intrinsic security. Sensing your inner value provides intrinsic security. The seven sources of intrinsic security are: have integrity, have a rich private life, spend time with nature, educate yourself, be of service, cultivate your family relationships, sharpen the saw.

60 “The 7 Habits of Highly Effective People”
Provides guidelines for self- improvement and teaches principles based on values, character, and communication upon which to build a career as a respected and successful administrator.

61 Credits This power point presentation was created by Rhonda Hall, and has been based on the book “The 7 Habits of Highly Effective People”, by Stephen R. Covey. Revised by J. Sellers


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