Observation Record, Simple

Occasionally you will need to observe your fellow leaders (or be observed yourself). Not only does this process help supervisors keep track of leaders’ progress, it allows leaders to pick up new ideas from each other. An observation is only as good as its structure, though.

This observation record is simpler and contains more prompts than free-response areas. It is recommended for leaders who are unfamiliar with what to look for in an SI session. As you become comfortable with observing other leaders, you can begin using the advanced observation record (p. 40).

How often should this form be completed?

This form is completed when you formally observe a fellow SI leader. Formal observations are generally assigned about once a month.

How often should this form be submitted?

This form is submitted on request from the SI supervisors. Most often, observations are due once a month.

Important Notes

  • There are ten basic criteria in the observation. Be sure to read the expectations for each before you attend the session so you can spend more time observing instead of reading the form.
  • The “1 to 5” scale does not correspond to any predefined descriptions – the numbers only have a meaning when compared within a leader (how I did in one skill compared to another skill) and should never be compared across leaders (how I did compared to someone else).
  • It is very difficult to perform equally well in all criteria at once – some will almost always be better than others. Therefore, an observation consisting of all “5”s is most likely not true and, more importantly, does not help the leader being observed improve.
  • Use the room arrangement space to sketch what’s going on and decide if the room layout is truly conducive to group discussion and study. You don’t have to be exact or artistic.
  • The “Suggestions and Constructive Criticism” section should contain both suggestions and constructive criticism. These thoughts provide a great place to return to during the observation debrief for brainstorming or review.

Observation Debrief, Simple

An observation may be useful to supervisors in understanding a leader’s performance, but without proper debriefing between the leader and observer, there is no room for improvement.

Important Notes

  • Do not skip the debriefing! Observations will not be accepted without the debrief questions answered.
  • It does not matter who writes the responses on the form, but the observer and the observed leader must discuss the questions and come up with ideas.
  • For both response questions, help the observed leader create ideas and strategies to improve. Don’t feel embarrassed or insulted; even the most veteran leaders still have room to improve their skills.
  • If you need help making suggestions or solving problems that arose during the session, you can always refer to mentors or supervisors for help.
Download the Observation Record, Simple
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