Supervising staff in residence life is challenging–there is often a trade-off between process-driven management decisions and time-intensive mentoring. Spending too much time on the former undermines staff motivation and satisfaction, while the latter may leave little room for other duties. When faced with staff attrition and stretched resources, is your residence life supervision strategy as effective as it can be?
Join us online to learn how the University of Washington implemented supervisory coaching in their residential life department to improve staff engagement. We will examine how coaching is different from other supervising strategies, and how your institution can use this strategy to improve staff development at multiple levels. You’ll also examine how to measure results and select the right way to employ supervisory coaching at your institution.
Coaching, as a supervisory strategy, helps bridge the gap between the procedural and the individual. By tying motivation to clear expectations, coaching becomes another tool in your leadership toolkit, which can be scaled up and practiced with everyone from student staff to managers.
Who Should Attend
This online training is designed for housing and residence life personnel who oversee staff at any level and are looking to add another supervisory strategy to their repertoire. Other professionals involved in training and staff development will also benefit from examining coaching through a residence life lens.
After participating in this online training, you will be able to integrate residence life coaching strategies into staff supervision on your campus.
- The Coaching Differentiation
- How Coaching Can Work for You
- Selecting the Right Strategy for Your Campus
- What Makes an Effective Coach?
- What Coaching Looks Like
- The Coaching Conversation
- Communication and Clarity
- Making it Happen
- Continual Development
- Measurement and Tracking Progress
Erica Barton, Administrator for Student Development, University of Washington
As the administrator for student development, Erica manages the residential life student staff selection and training processes. This includes developing and facilitating a nine-section resident adviser class, directing the staff performance management and corrective action processes within residential life, and providing oversight to all residential academic initiatives.
Through her own practice as a supervisor and coaching others who supervise, Erica has learned that effective supervision is not an inherent skill that we possess simply because it is in a job description. In her work at the University of Washington, Erica trains, supports and encourages supervisors in topics such as performance management, feedback, evaluations, documentation, and coaching. Erica started her tenure at the University of Washington in 2004 as a resident director and was promoted to the residential life management team in 2006.