Cultivate a Coaching Mindset: Leading with Trust, Growth, and Purpose
An effective instructional coach begins every partnership grounded in a coaching mindset, one that is rooted in trust, belief in potential, and the unwavering assumption of goodwill. This mindset views every educator as a capable, committed professional who desires to grow even when growth is uncomfortable or uncertain.
1. Assumption of Goodwill: Trust as the Foundation
At the heart of a coaching relationship is the assumption that educators are doing the best they can with the knowledge, tools, and context they have. When coaches begin with this belief, it fosters psychological safety and opens the door to authentic reflection. Brené Brown’s research on trust and vulnerability supports this approach, emphasizing that “clear is kind” clarity and empathy build mutual respect and reduce defensiveness (Brown, Dare to Lead, 2018).
Strategy: Open conversations with genuine curiosity.
Example Question: “How do you feel about your classroom on a scale of 1-10? Why wasn’t it a one? What would make it a 10?”
2. Navigating Resistance: Change is a Process, Not a Switch
Resistance to change is not a sign of failure, it’s a natural part of the adult learning process. According to Robert Kegan and Lisa Lahey (Immunity to Change, 2009), people often resist change not because they’re unwilling, but because they’re protecting themselves from perceived loss, discomfort, or inadequacy.
Effective coaches respond not with pressure, but with empathy and patience. They uncover the root of resistance through reflective dialogue and help teachers name hidden fears or competing commitments.
Strategy: Use non-judgmental inquiry to explore underlying beliefs.
Example Questions: “What might feel risky about trying something new here? What are you worried about? What support would make that feel more doable?”
3. Growth Mindset: Belief in Potential and Progress
A coaching mindset aligns with Carol Dweck’s concept of growth mindset, the belief that skills and abilities can be developed through effort, feedback, and persistence (Mindset, 2006). Coaches model this belief by helping educators see challenges as opportunities and mistakes as learning tools.
Research from the Learning Policy Institute also supports that ongoing, job-embedded coaching leads to significant gains in teacher practice and student learning when paired with feedback and reflection (Darling-Hammond et al., 2017).
Strategy: Celebrate progress and reframe setbacks.
Example Question: “What have you learned from this experience that you can apply moving forward?”
4. Goal-Setting: Empowering Ownership and Action
Coaching isn’t about giving answers, it’s about helping educators discover their own. Supporting teachers in setting clear, personalized goals increases buy-in and accountability.
Using the Doran SMART goal framework or Jim Knight’s Impact Cycle, PEERS goals helps make growth tangible and measurable.
Strategy: Use backward planning and evidence to drive goal clarity.
Example Questions: “What outcome do you want to see in your students? What would success look like in 4–6 weeks? “What small step could you take this week toward your vision?”
Final Thought
Adopting a coaching mindset is not a one-time decision it’s a daily commitment to lead with humility, listen with empathy, and believe in the transformative power of growth. When coaches assume goodwill, respond thoughtfully to resistance, and guide goal-setting with purpose, they create the conditions for sustainable, educator-driven change.
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