Linked Learning Pathways
Coaching Clients
District Leadership Team (DLT)
Possible members:
Superintendent, Board Member/s
Associate Superintendent- Curriculum and Instruction
Director of Secondary Education
Industry Representative from Broad Based Coalition
Director of Special Education EL and Fed Programs
District Linked Learning Director
Director of Human Resources
Site Administration Representatives
Pathway Leads, Subject Area Coaches and Internal Coaching Representatives
District
Coach
Site Leadership Team
Possible members:
Principal and Assistant Principals
Counselors
Pathway Leads
Work-Based Learning Coordinator
High School
Pathway
Pathway
Site Leader
Coach
Clients: Principals,
Assistant Principals,
Site Leadership
Team, Site Leader
CoP
Internal Coach
Clients: Linked Learning
Director, District Leadership
Team and
Linked Learning Coaching
Team
Site Leader Community of Practice
Possible members:
Cross-District Linked Learning Principal and
Assistant Principals
High School
Clients: Classroom Teachers
Pathway
Pathway
Pathway Team
Possible members:
Pathway Lead and Co-Lead
CTE Instructor(s)
Core Content Instructors
Industry and College Partner representatives
Pathway
Pathway
Coach
Pathway
Pathway
Pathway
Pathway
Clients: Pathway
Lead, Pathway
Teams, Counselors,
and Internal Coaches
Pathway Lead Community of Practice
Possible members:
Cross-District and/or Cross-Site Linked Learning
Pathway Leads
The graphic above shows the many types of client coaches may work with. Linked Learning provides a systemic approach to
educational reform. Therefore it is important for Linked Learning coaches to know how to support and advance the
development of the organizational system and not just individuals.
Supporting the development of the system happens in multiple ways:
 Coaching at multiple levels of the system: District, Site Leader and Pathway Coaches
 Coaching different client configurations: Individuals and groups (Leadership Teams and Communities of Practice)
 Systematically moving districts and pathways through set stages of planning, implementing and sustaining continuous
improvement
 Using organizational standards and analytical tools to assess and coach the change management and ongoing health of
the system
The coaching goals and required practices for engaging the work in these different ways can vary:
 Individual Coaching: the goal here is to support the development of leadership skills and implementation navigation.
The practice involves identifying individual zones of proximal development and developing self-reflection and
refinement skills.
 Leadership Team Coaching: The goal here is to support a cross-role team’s ability to develop, follow and refine goalaligned/outcome-oriented action plans. The coaching practice involves helping the team identify appropriate goals and
strategically aligned actions to achieve the goals as well as the ability to understand stages of team development and
support the interdependence and collaboration needed to collectively achieve the agreed upon goals.
 Community of Practice Coaching: The goal here is to support a role-alike space where practitioners can surface
problems of practice, and collectively determine context relevant next steps that allow for revisions in both the role and
the organization. The coaching practice involves using protocols and CoP concepts to allow the group to listen to each
other, adopt a problem solving stance, and consider their role within the parameters of the system.
While individual coaching supports the important increase in skilled and able leaders, it is group coaching that ultimately
supports the change in the system. Coaching works best when combined with a package of services that may include
professional development, technical assistance and technological support.