Latest news with #MEd
Forbes
5 days ago
- General
- Forbes
Coach Or Solve? Creating Psychological Safety Through Leadership
Elif Suner, MBA, PCC, CTDP Think about the leaders you've respected most. Chances are, they weren't the ones who always had the answers, but the ones who knew when to guide and when to step back. Leadership today isn't just about solving problems. It's about building trust, fostering ownership and creating the psychological safety people need to thrive. One of the most powerful ways to earn and sustain that trust is knowing when to coach and when to provide a solution. At its core, coaching means creating a safe space where others can think, reflect and arrive at their own solutions. It requires a different kind of leadership presence—one that slows down, listens more and resists the urge to jump in. Think of it like shifting to a lower speed in a residential zone: coaching presence is deliberate and spacious, giving others room to grow. I've seen this shift with many other senior leaders I coach. Another executive, responsible for leading complex, high-stakes projects, shared how embracing silence during problem-solving conversations not only empowered her team but also reduced her own stress. 'It felt uncomfortable at first,' she admitted, 'but over time, I saw people stepping up with ideas and solutions I never would have considered.' Still another executive—known for her compassionate and caring leadership—shared, 'I thought I had to solve [issues] in order to help. Now I see how liberating it is to coach instead. It's a completely different mindset, and one that supports my team even more.' But coaching isn't always the right answer. Knowing When To Coach—And When Not To It's essential to consider your team member's level of competence and commitment. According to the Situational Leadership model from the Center for Leadership Studies, which outlines four development levels (D1 to D4), leaders should adapt their style based on the development level of the person in front of them—not just their job designation. • When someone lacks competence but is enthusiastic (D1), leaders are most effective when they Direct (S1)—providing clear instructions and close supervision. • When someone has some competence but low commitment (D2), the Coaching style (S2) works best—combining direction with encouragement and support. • For individuals with moderate to high competence and variable commitment (D3), leaders should Support (S3)—fostering involvement and confidence. • When someone is highly competent and committed (D4), leaders can Delegate (S4)—offering autonomy and trusting them to take full ownership. Trying to coach someone who lacks the necessary knowledge can feel like a test. They may wonder, 'Why are they asking me this? I don't even know where to start.' Conversely, providing detailed solutions to someone who is already capable can come across as patronizing. We build trust when we meet people where they are—not where we assume they are. Blending Coaching And Problem-Solving In leadership conversations—especially during one-on-ones—the best leaders effectively blend both coaching and problem-solving. Some moments call for answers and speed; others call for slowing down, listening and letting the other person think. In my coaching work with executives, I often see how mastering this blend can be transformative. I recall a senior leader navigating a critical organizational change. Rather than defaulting to quick answers, he explored how a more balanced approach could serve both his team and the business. By intentionally resisting the urge to jump straight to directives and asking, 'What would need to happen for us, as a team, to look back and say, 'We're glad this change happened'?'—a question that moves the conversation toward meaningful solutions—he created the space for real dialogue. The result? His team co-created solutions that gained far more traction and commitment than top-down decisions ever had. Here are a few coaching-style prompts leaders can use: • 'What's your thinking so far?' • 'What options have you considered?' • 'What would success look like here for both you and the team?' Other times, a quick suggestion or solution is exactly what's needed—especially when time is tight or confidence is low. The key is to be intentional, not reactive. The Leadership Presence That Builds Safety And Trust Leadership presence is about more than being in the room or on the call— it's about the quality of attention and intention you bring. A coaching presence often includes silence, curiosity and a slower pace. It signals, 'I trust you' and invites people to trust themselves. Jumping straight into problem-solving can be helpful, but over time, it may also create dependence. Coaching, on the other hand, nurtures independence and ownership. When people feel heard and respected, they're more likely to speak up, take risks and stay engaged. I once coached a VP who saw a real shift after adopting a more coaching-focused leadership style. Her team started raising issues sooner, challenging assumptions and collaborating more effectively. A simple change she made was adding pauses and asking reflective questions, such as, 'What perspectives are we missing?' She also held back from giving quick answers, creating space for her team to lead the problem-solving. Over time, this built quiet but powerful trust—which led to faster decisions and stronger results. Creating psychological safety isn't just about encouraging people to talk—it's about how you show up when they do. Trust-building leadership focuses on connection rather than control. When leaders know when to coach and when to solve, they communicate one of the most powerful messages of all: 'I see you. I believe in you. And I'm here with you.' Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Time of India
20-05-2025
- Politics
- Time of India
Valmiki College's MEd Course May See Light Of Day
New Delhi: Maharshi Valmiki College may soon start an MEd course, the approval for which it had got from National Council for Teacher Education (NCTE), but the previous AAP govt kept it in abeyance, according to sources. The college wrote to BJP govt recently. Delhi govt said: "The file has been forwarded for processing and there will be a resolution soon." Education minister Ashish Sood said: "We were shocked to see so many files on education kept pending by the previous govt when they claimed to have revolutionised the education landscape. They have played with the futures of many children and we will rectify that." The college sought permission first in 2021–22, but the matter remained stuck, the sources said. The proposal initially received approvals from the directorate of higher education, NCTE, University of Delhi, and the college's governing body. However, official documents of the directorate of higher education, accessed by TOI, revealed that the proposal was subsequently "put on hold" after a discussion between the then deputy CM and then secretary (higher education) on June 8, 2021. The then director (higher education) mentioned in the file that "this is to be kept on hold. Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Pistol de sudură laser multifuncțional siginificant Află mai multe Undo Please put up a draft reply." As a result, the planned expansion — which aimed to accommodate 100 students — did not materialise. The documents show that the matter was again put up for approval on June 21, 2023. "It was discussed with the minister of higher education by then secretary of higher education and the director of higher education, who mentioned that "discussed with Hon'ble MoTTE in presence of secretary (TTE). Status quo as per para 140 on 39/N to be maintained as per the directions of Hon'ble MoTTE'." On being contacted, Aam Aadmi Party stated, "The number of seats were expanded in higher education during our tenure". Citing data from the 2024 budget speech, the party highlighted a significant increase in seats for technical education, which rose from 12,204 in 2014-15 to 62,000 in 2023-24. Similarly, the combined intake capacity of institutions like NLU Delhi, Ambedkar University, and GGSIPU went up from 71,416 in 2014-15 to over 91,000 in 2023-24. The party also pointed to a sharp rise in undergraduate and postgraduate enrollment in Delhi government colleges and universities—from 33,358 in 2014-15 to 64,602 in 2024-25. Maharshi Valmiki college is one of 12 DU institutions fully funded by Delhi govt. The colleges have frequently found themselves at the centre of controversy. Allegations have ranged from delays in fund disbursement, which impacted salaries and infrastructure development, to accusations of administrative interference and politicisation of academic functioning. According to the documents, the proposal to start the MEd programme , which included financial estimates, was sent to the finance department in 2017. The total cost for the programme was projected at Rs 88.7 lakh, which covered salaries for 10 assistant professors, two non-teaching staff, and expenses for furniture, IT and other equipment. The finance department referred the proposal to the planning department, which reviewed and supported the initiative in principle. However, it required the administrative reforms (AR) department to vet and approve the number of posts proposed. Subsequently, the finance department approved the financial estimate, subject to the AR department's confirmation on staff positions. Upon review, the AR department recommended only the creation of 10 teaching posts, comprising two professors, two associate professors, and six assistant professors, in line with NCTE regulations. It did not approve the two non-teaching staff posts, as the college did not provide details about existing sanctioned or vacant non-teaching positions. The directorate of higher education received approvals from the AR and finance departments to start the MEd course following NCTE norms. The college sought permission to start the course from the 2021-22 session. The proposal was discussed with higher authorities, including the then deputy CM, but the matter was put on hold. A letter dated Jan 7, 2022, was sent to the college instructing it not to proceed further.
