Exploring Accountability: An Introduction

This newsletter focuses on accountability. It is a topic of conversation and a concern, not only in every Waldorf School, but also in every organization today. Most of the books, articles and essays connect accountability to improving performance and outline processes to help individuals or groups become more accountable by setting clear goals, having clear roles and responsibilities, having systems to evaluate employee performance, giving people incentives, and creating clear consequences when individuals fall short of goals. All of these suggestions can be useful in certain situations, but they fall short of being helpful to those of us working in highly collaborative horizontal organizations.

The dynamics of accountability in horizontal organizations are different. Individuals have many more meaningful relationships and are expected to carry more responsibility for the whole organization and to be responsive to collegial feedback. The typical measure of accountability -- that of improving performance -- needs to be balanced with the concern for developing the capacities of individuals. In our endeavors, it is a central purpose of our work. This difference is fundamental. Ultimately, in healthy horizontal organizations, individuals become more and more capable of guiding their own development and incentives, and consequences are more intrinsic.

The collection of articles in this newsletter explores what accountability means in a collaborative organization: what is required of us as individuals; how do we need to organize and manage our organizations to support and encourage accountability; how do we find ways to assure that our organization is accountable to those it serves.

This is an ongoing exploration that hopefully can lead to individuals gaining new insights into ways to understand accountability and bring health to our organizations.

The following articles explore the realm of personal and organizational accountability.

The One World Trust report on accountability in international NGO’s offers some insightful aspects of what makes an organization accountable to its stakeholders. While its audience is organizations working in the international arena, its principles are helpful in thinking about how we as a school engage and inform those whom we serve – families and the community at large. The article is an excerpt of the full report, “Pathways to Accountability – The GAP Framework.” The full report and the excerpt are both available in our resource collection.

In an excerpt from his important book, Reinventing Organizations, Frederic Laloux describes how organizations pioneering new horizontal forms deal with performance evaluations for groups and for individuals. It is an interesting exploration of how previous practices of control are transformed in new organizations.

 “Managing Horizontal Accountability” is an article by Darrel Ray ad David Elder that shares insights about how performance-focused horizontal teams and groups achieve their goals through four basic working principles. It is a quick read and while it was written for different settings than schools, it provides some useful tips for all of us.



Accountability, the Individual and Integrity

There are two kinds of accountability in an organization – individual and organizational – and while they are related and stem from the same question of whether we are doing what we said we would do, there are fundamental differences that make it useful to explore them separately. Ultimately they are both connected to questions of congruence and integrity. For the individual, integrity is an inner question. For an organization, integrity is more of a social question that lies in the ways people in the organization treat one another and how they work together to serve the organization’s mission.

In a horizontal organization, personal integrity is essential. There are usually less outer incentives and consequences established and more dependence on the individual’s own inner strength. In a horizontal organization, one generally has more freedom and therefore more responsibility to be self-regulating. Here are some thoughts about aspects of individual accountability.

Standing in the Light

In a close-knit horizontal community or organization (like Waldorf School), it is essential to be willing to be open and exposed. As a teacher, one has daily interactions and growing relationships with students, parents and colleagues. What one does each day makes a difference in the lives of many others and can have a lasting effect. One must trust that one’s colleagues hired you because they saw in you the capacities to carry this work, and the soul flexibility to grow and develop over time. The key to standing in the light is to practice each day turning the light of one’s own consciousness upon oneself without judgment in quiet contemplation. This allows one to overcome any sensitivity to being open and exposed. It takes courage to be willing to be in the light and visible with all one’s strengths and challenges, mistakes and successes and to let others see who you are.

Living in Trust

The more horizontal an organization, the greater number of meaningful relationships one must embrace. In addition, a horizontal organization requires that individuals be more involved in carrying a feeling of responsibility and awareness of the whole. Both of these require openness to others and their way of doing things, and commitment to ongoing dialogue and sharing feedback. They also require a willingness to trust the process as it unfolds, transforms and evolves.

Practicing Self-Awareness and Commitment to Learning

Part of the genius of the horizontal organization is the recognition that every individual is important to the whole. The more individuals feel a part of the whole, the more they can be mirrors for one another’s and the organization’s progress. Every situation presents individuals and groups with an opportunity to learn and grow. To be willing to look back on events, actions and processes and see them objectively, to understand the importance of agreements, and to see the effects of one’s actions can yield insights that can help individuals grow and organizations develop.



Six Principles for Building Accountability and Agreements in an Organization, Michael Soule

In the history of Waldorf education and of organizational development in general, communities and organizations move through phases of development from the unconscious, implicit and intuitive to the more conscious, explicit and objective. In all the phases of development, the way in which people form and renew agreements is key to accountability throughout the organization.

Members of a small school just getting started, for example, do not usually have the inclination or the time to define everything in detail. In a pioneer initiative, where many things are done together and the group is finding its way, agreements are often unconscious or in response to emerging situations.

In a more mature, complex organization, the community develops a more formalized system of agreements, both about the whole and between the individuals and groups. Over time, a community grows in its understanding and attention both to agreements of all kinds and to the practice of what to do when agreements aren’t upheld.

In a young organization, the challenge is to make agreements conscious. In an established organization, the challenge is to find time to review and renew agreements, so that they are living in the consciousness of everyone involved and can be adjusted to the realities of the current situation.

How agreements are arrived at also makes a difference. For example, if individuals (as appropriate to the nature of the agreement) are involved in creating agreements, then they already feel invested and accountable to the outcome. Understanding this can help organizations build a culture where accountability is not something imposed from the outside, but is living within a group as a matter of organizational integrity.

Here are six areas where clear and shared agreements can strengthen accountability in the organization:

Common objectives, expectations

Make sure that the mission, goals and strategic plan are clear and shared and that people feel connected to it. Keep the focus on the goals more than on personal approaches.

Expectations and individual roles

Make sure that each individual knows what is expected and what their role is and that these are reviewed updated and shared annually. Really strive to live the motto of the social ethic: That every individual feels the whole and that the strengths of each person are acknowledged.

The environment of feedback

Make feedback and evaluation an everyday practice that doesn’t evoke anxiety.

Create time on every agenda and during every week that feedback can happen. Have active peer meetings and observations. Provide training to everyone in giving and receiving feedback (see articles in the resource section).

Agree on support mechanisms

Small peer groups that meet regularly are better than large ones for supporting one another, giving feedback, having meaningful dialog and stimulating creativity. Deal with problems when they arise. Welcome conflict as a path to resolution, create and utilize processes for dealing with conflicts that are safe and accessible to everyone. Put into place mechanisms for keeping track of things that are in process, even if you can’t deal with them immediately.

Reflect and share learning

Be sure to make reflection a regular part of meetings and the school year so that together you can share observations, insights and possible improvements. Make sure you record these, especially for annual events, as they can easily be forgotten over the year.


It is important to recognize and celebrate the things, big or small, that you accomplish. This overcomes the tendency to focus only on the things that aren’t getting done. Appreciation creates an environment that allows for people to feel recognized and connected to one another and to the whole.

Michael Soule


Managing Horizontal Accountability, Ray and Elder, IPC

To understand horizontal accountability (HA), it is easier to begin with its absence. When there is little or no horizontal accountability in an organization, people tend to engage in blame, finger pointing, passing the buck and conflict avoidance. To the degree that these are present in an organization, horizontal accountability doesn’t exist.

Most organizations have strong vertical accountability. That is, accountability to management and the chain of command, but that tends to ensure compliance rather than commitment and goal focus. It also does little to address the flow of communication and interaction between those who do the work.

Horizontal accountability can be defined as the degree to which people communicate across the organization, problem solve with all employees and teams, and build accountability for superior outcomes. Horizontal accountability creates trust between employees and management.

When people trust one another, have confidence in the leadership and have a clear goal, they can be highly productive. When people feel they have to watch their back, are unclear about the goals or see management as untrustworthy, productivity suffers.

Horizontal accountability facilitates efficient problem solving, goal achievement and less conflict and lower turnover. People feel loyalty to management, to each other and to the goals of the group. Passion, drive and high energy often characterize groups with strong horizontal accountability. Lethargy, blaming, finger pointing and conflict avoidance characterize groups low in HA.

The Problem of Under-Accountability.

Under-accountability exists in organizations where trust is low. Under-accountability is often disguised in the form of other problems. Have you heard some of these statements in your organization?

“I never see my boss so I do what I think is best and cover my rear with documentation.”

“I have been burnt by their department many times so now I cc every email I send to them and blind cc my boss.”

“We have one member who holds the rest of us back but there is nothing we can do about it so we just do their work when we have to and get along.”

“IT doesn’t listen to us. We agree to a project and scope and end up with a costly monster that doesn’t meet our needs.”

“I can’t get my project done because they can’t make a decision.”

“We have email wars between our department and marketing. They can’t get their act together but they always blame us.”

Under-accountability is most apparent in the blame game that individuals and groups play. Finger pointing and blame are the currency of accountability avoidance. Observing this, leaders may jump to the conclusion, “People just don’t want to take responsibility” but this is not necessarily true.

Under performance is costly, wastes huge amounts of resources, and is often hidden from view.   Evidence of underperformance is often hidden until an emergency hits. When half of a client’s building burned, destroying a huge portion of the company’s assets, management had to rely on employees to organize themselves and get production back on line while management focused on insurance issues and retaining customers. Organized into task teams, the organization made a remarkable recovery, losing only a week’s production with continued higher productivity long after. The President of the company soon realized that the productivity of the affected groups was much higher when management was preoccupied with other issues. We interviewed the President a year later. He told us, “Until the fire, I had no idea how much our management systems were hindering performance.” The fire response demonstrated the need to organize for more horizontal accountability and less management focus.

Another client had an unexpected labor strike that lasted six weeks. Rapidly organizing management and about 25-

50% of workers who crossed the picket line, productivity jumped to levels far higher than before the strike. After the strike, the leadership looked at both management skills and horizontal accountability to maintain higher levels of productivity. While no one was laid off, many positions were not filled in the subsequent months when people retired or resigned. The strike revealed areas of significant underperformance. Implementing Horizontal Accountability allowed the organization to capitalize on this discovery. It required some changes in management behavior as well as additional training of employees, but the return in lower labor costs more than made up for the investment.

It doesn’t take an emergency to deal with underperformance. Creating Horizontal Accountability shines a spotlight on areas of underperformance. Employees know where underperformance exists. With proper training in Horizontal Accountability they will root out underperformance and create huge performance improvements.

Horizontal Accountability

Horizontal accountability (HA) is an approach that teaches team members to take high levels of responsibility for goals and performance. In sports, the coach must rely on the team to coach one another during actual play. The best teams develop constant performance feedback between players. Players get immediate, useful feedback from teammates – without the coach doing a thing.

In an HA organization, the manager still evaluates performance but day-to-day performance information comes directly from peers. A vast amount of information can be found in the observations of peers whether in sports or business, but the information must be put into a useful and non-threatening format.

An HA coach teaches team members to critique performance in a way that reduces or eliminates defensiveness and improves skill and goal focus. HA releases productive energy that was formerly locked up in conflict avoidance and manager focused behavior. Customer focused behavior increases dramatically in an HA environment. Horizontal Accountability is an untapped source of information and energy in most organizations.

Some organizations have recognized this untapped resource and implemented various processes such as rating and ranking systems and 360 evaluations. These are good foundational tools but they miss the most important component of accountability, immediate feedback. Annual 360 reviews or even 6 month Rating and Ranking does not give the team member timely and specific feedback so they can learn rapidly and be closely accountable for the team’s goals. Something more is required to achieve strong horizontal accountability.

Micro-Performance Appraisal 

How do you get marketing and sales to become mutually accountable? How do you get engineering and operations to work the problem rather than fight each other? How do you get IT to be accountable for the external customer’s experience?

As our colleague, Barbara Bridger, formerly VP of HR at Butler Manufacturing used to say; “If it were easy, everyone would be doing it. We are doing it because our competition can’t.” Horizontal accountability is a competitive advantage. When people learn to hold one another accountable with minimal management involvement, it liberates a good deal of management time and employee energy.

Horizontal accountability means creating practices and routines that encourage and support constant “micro performance feedback.” We define micro-performance as the hundreds of daily behaviors that an individual and/or team perform to provide a service or create a product. Micro-performance focuses primarily on the interpersonal interactions between individuals and teams. It is different and more fundamental than workflow analysis or other forms of technical work analysis. In virtually all teams we have studied, performance is undermined to some degree by individual “micro-behaviors.”

Examples we have seen:

  1. A team member tends to word emails with terse and subtly offending language
  1. Members of one department tend to talk disparagingly about another department.
  1. Two team members are prone to gossiping about others in ways that create conflict in the team.
  1. A programmer has the habit of working on the things he likes best, procrastinating on other aspects of the work.

You may think, “These are things for management to deal with.” Yes, management might deal with them – if the manager is aware of the behavior. On the other hand, the peer group often knows of these kinds of behaviors long before any manager. Some of these kinds of behaviors can remain hidden and non-productive for years, even entire careers. What if the peer group was able to handle these issues intelligently, tactfully and effectively without management involvement? What would that do to productivity? How would it affect the manager’s own performance? How would it improve coordination and customer service? How would it affect the wasted energy of interpersonal conflict?

Every high performance organization we have observed had some degree of horizontal accountability deeply embedded in the culture. It may not have been called horizontal accountability, but it was clearly present. Employees observed one another and gave micro-performance information in real time or close to it. No one waited for the annual review to talk about a missed deadline. Meetings were evaluated each time for their effectiveness and timeliness. Harmful gossip was dealt with effectively. Good performance was recognized the same day and at the next staff meeting. Management set the pace by modeling and training employees how to evaluate micro-performance and deliver the information effectively.

When micro-evaluation becomes the norm, there are no surprises at review time. Mistakes become learning opportunities for the person or team receiving the information as well as the person giving the information. The receiver learns something about their performance AND the giver learns more about how to give micro-performance information. It is a very rapid learning model that leads to a clear competitive advantage. The benefits include less internal conflict, faster learning cycles, less wasted time and energy blaming and finger pointing and quicker market and customer responsiveness.

You may notice that we use the term, “information” instead of the widely used “feedback.” Feedback is burdened with a negative connotation. In an environment of horizontal accountability, information is given in relation to a specific goal. It is non-judgmental and measured against the goal. To the degree that micro-performance is focused on goals, team performance is enhanced.

Conflict Avoidance, the Big Road Block

Conflict avoidance is the biggest roadblock to horizontal accountability. People are very reluctant to share information with others when they perceive it may lead to conflict. They are also reluctant to say anything that might be used negatively by management. One of the cardinal rules of group behavior is to get along and minimize conflict, even at the cost of performance. Conflict avoidance is very strong in most groups.

People aren’t stupid…… they know that giving feedback can come back to bite them, so they avoid it. Unfortunately, this eliminates the richest fund of information on performance – peers. Peers know more about one another’s performance than any manager.

The key to effective horizontal accountability is to teach micro-evaluation skills along with a system of positive consequences for doing it. As Dr. Edwards Deming stated fifty years ago, you must take fear out of the system. When people feel safe, they will give micro-performance information much more easily and frequently. It becomes a natural and free flowing part of the culture. Defensive behaviors dissolve and goal focused behaviors increase dramatically.

Managing the White Space

There is a space that exists between departments, teams or groups in any organization where handoffs occur. We call this the white space. Handoff failures occur when the white space was not properly managed. It happens all to often at a huge cost to many organizations.

The problem with managing the white space is that the manager does not have the time or attention to do it properly and it’s not sexy and fun. In a vertical accountability model, managing the white space takes time and attention away from other things the manager could be doing. In an organization with strong horizontal accountability, the teams take a great deal of responsibility for managing the white space. When there is a handoff between engineering and operations, engineering takes the initiative to ensure a smooth transition. The manager may have little or nothing to do in managing the process. When an IT project is developed with an internal customer, the two teams take the lead in controlling project scope creep and achieving the goals on time and on budget.

By managing the white space more effectively, organizations prevent huge amounts of wasted time and effort. Rework and conflict are reduced or eliminated and higher levels of collaboration develop as people learn the basic skills or horizontal accountability.

Four Elements of Horizontal Accountability

Here are four elements of the system we use to create horizontal accountability:

  1. Flood the environment with four times as much positive as improvement information. This simple formula is proven effective in all forms of applied psychology from schools to sports and business. It has been taught by many leaders in the field, from Steven Covey in his Seven Habits of Successful People to Aubrey Daniels, Bringing out the Best in People, to Peter Drucker and many others.
  1. Ensure that all information follows simple rules that eliminate attacks and defensiveness. Keep people focused on the performance to goal aspects of evaluation rather than personal preferences or less objective approaches.
  1. Make performance information so common that people think nothing of it, “its just the way we do business day- to-day.” As with any tradition, once it is established in the culture, it is easier to perpetuate.
  1. Focus on the goals of the team. Micro-evaluative behavior must tie to the goal. Micro-performance information can be seen as arbitrary and confusing if it is not anchored to the goal.

For each of these four elements described above, there are specific methods used to teach and support this element. The techniques focus on these critical steps: What is the goal? Which specific person’s behavior forwards that goal today? The team itself identifies this using some non-threatening methods. The focus is primarily on positive, goal directed behavior and less on the corrective. The focus is on what you want, not on what you don’t want.

In a performance culture, horizontal accountability is woven into the very fabric of the organization. Every individual, including management, receives micro-performance information from those who see his or her performance most closely. This improves performance in real time. Learning opportunities are maximized and skills improve rapidly. Newer employees learn faster and senior employees learn to transfer their skills to others.

Horizontal accountability keeps manager and team focused on goals and goal directed behavior. High performance organizations aren’t necessarily smarter, better trained or equipped, they just waste less energy on mistrust, conflict and goal confusion. Horizontal accountability frees huge amounts of time, energy and emotional power for achievement of goals.

Your organization

If you are like most leaders, you are constantly looking for the competitive edge. Whether you are a Six Sigma company, a lean manufacturing plant with a kanban system, an insurance company with one-call customer satisfaction

– horizontal accountability magnifies the effectiveness of these processes. We would argue that full benefit of these processes is only achieved when horizontal accountability is deeply embedded in your culture. When each individual and team is constantly doing micro-performance appraisal, other processes and initiatives benefit greatly – not least the customer.

Take Action

Team members and managers need training and follow-up to help learn the skill of micro-evaluation. It does not come natural or easily at first. Once established, micro-evaluation creates a continuous improvement environment that is powerfully goal focused and completes the human side of most improvement processes like Six Sigma, TQM, Lean, etc. It puts everyone on the same page. Managers and team members learn rapidly and respond to market and customer needs much faster.

Horizontal Accountability is more than a catchy phrase, it is a process for creating a performance culture. First, train management in the principles and skills of Horizontal accountability, then practice them for about three months. Organizational performance will improve almost immediately. Next, train team members in the skills. With management’s supervision, participation and modeling, teams will soon learn the process and see the benefits for themselves. Finally, do an in-course evaluation to ensure you are using the skills effectively.

Visit for more information and training on Horizontal Accountability.






Mentoring in Waldorf Early Childhood Education, WECAN

About mentoring . . . to begin with . . .

Mentoring is a collegial relationship which contributes to the personal and professional development of both the mentor and the student, teacher, or caregiver being mentored (called the “mentee” in this handbook). Mentoring is a process of mutual adult learning.

The mentor, an experienced teacher, supports the growth of the mentee through observation and the mentoring conversation, sharing the fruits of her experience in a way that helps the mentee to see her own work more clearly and to feel encouraged in her striving. It is important to keep in mind that mentoring is distinct from evaluating.

The mentee, who may be a student in a training program, a new teacher or caregiver, or an experienced professional seeking renewal, offers the mentor an opportunity for new insights on her own path.

In mentoring, the experienced educator serves the Waldorf movement by helping to insure that programs are rooted in a strong Waldorf early childhood offering; a mentored teacher or caregiver is able to enhance the health of the setting where she works. In a fundamental sense, the mentor serves children and their parents through her work with their teacher or caregiver.

The work of the mentor grows out of an understanding of, and gratitude for, the insights of Rudolf Steiner. Keeping these insights at the forefront in the mentoring work—in a way that is thoughtful, not dogmatic—fosters the development of a Waldorf movement with integrity, true to its essential qualities.

The quality of the mentoring visit will be heightened by communication in advance to ensure clarity of purpose, expectations, and process. The follow-up record of the visit and conversation will contribute to the usefulness of the experience for the mentee.

In Mentoring in Waldorf Early Childhood Education, we have enlarged on these key aspects of mentoring, with chapters on the essentials of Waldorf early childhood work, the paths of self- education and adult learning, the “nuts and bolts” of mentoring, and the nature of a fruitful mentoring conversation. Our hope is to follow this publication with a companion handbook on teacher evaluation.

Each chapter retains the voice of its author, but was written after thorough work among the Task Force members and other experienced mentors. We hope you, the reader—whether a mentor, mentee, or member of a school committee—will feel free to read chapters in whatever order seems most useful.

We gratefully acknowledge the Waldorf Educational Foundation for providing support for the work of the WECAN Mentoring Task Force over the past two years.


Table of Contents

Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

I. Self-Education as the Basis for the Art of Mentoring
Andrea Gambardella . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

II. The Role of Mentoring Early Childhood Teachers and Caregivers: Context and Purpose
Connie White . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7

III. Laying the Basis for the Mentoring Visit
Nancy Foster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

IV. The Essentials of Waldorf Early Childhood Education
Susan Howard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15

V. The Mentoring Observation: What Do We Look For?
Nancy Foster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

VI. The Art of Fruitful Conversation
Carol Nasr Griset & Kim Raymond . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

VII. Pearls of Wisdom: The Role of Advice in Mentoring
Nancy Foster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39

VIII. Accountability: Written Records
Nancy Foster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43

IX. Meeting at the Eye of the Needle: Mentoring on the Path of Adult Learning
Susan Silverio . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .45

References (listed by chapter) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

About the authors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55


Along with a growing interest in Waldorf education, and the proliferation of new initiatives, comes the need for more early childhood teachers and caregivers. And along with the preparation of these professionals—through early childhood education programs and individual inner work—comes the need for collegial support. Such support is of value not only to new teachers and caregivers as they launch into this vital work, but also to those with experience who are seeking further professional development.

One of the great gifts of Waldorf education is the stimulation of the human capacity for life-long learning. This capacity is nurtured in both the students and their teachers. Rudolf Steiner admonishes us never to become stale, and certainly the children who come to us are asking—indeed, demanding—that we continue to grow and learn. We are grateful to Rudolf Steiner’s insights which provide the substance for our work and enkindle our enthusiasm.

Through the mentoring partnership, professional growth of both mentor and mentee are encouraged and supported. Early childhood education is a challenging profession, and having a supportive colleague can be a crucial factor in a teacher’s developing competency, pedagogical artistry, and self-confidence. There is a wonderful passage from Ecclesiastes (4: 9-10) which expresses the essence of mentoring:

Two are better than one because they have a good reward for their toil. For if they fall one will lift up his fellow. Woe to him who is alone. When he falls he has not another to lift him up.

The Mentoring Task Force of WECAN was formed in 2004 in recognition of the essential role of mentoring in the healthy development of Waldorf early childhood education and Waldorf early childhood teachers and caregivers. Our mandate was to find ways to offer support and guidance to those who are mentoring others. In consultation with other experienced Waldorf early childhood
mentors from all over North America, we have created a document which we hope will be informative and helpful to mentors, to those who are being mentored, and to schools and other settings which may be establishing in-house mentoring practices.

We offer practical guidelines for clarity in the mentoring process, thoughts on the role of
self-education, and a look at the underlying essentials of Waldorf early childhood education, We also include chapters on the nature of advice and on the art of fruitful conversation, which is the heart
of the mentoring relationship. The final chapter, an examination of the path of adult learning and self-development, could be a valuable resource for faculty study. A list of references concludes the handbook.

Our intention is to provide a working handbook for the mentoring partnership. Such a handbook is necessarily incomplete, a work-in-progress. Mentoring, like teaching, involves continual growth, questioning, and learning. We hope this book may play a part in that process.

—Nancy Foster, for the WECAN Mentoring Task Force

Mentoring Task Force: Nancy Foster, Andrea Gambardella, Susan Howard, Carol Nasr Griset, Kim
Raymond, Celia Riahi, Susan Silverio, Connie White

Click here for the entire booklet:  MentoringWaldorfECE