儿童保育和学龄课程的专业精神是什么？

It is very important for the general public to view early care and education providers (including those providing care to school-age children) as competent, confident professionals. To support that thinking, the field of early care and education, through several professional organizations, has developed professional standards that describe the competencies needed to be an early care and education professional. These competencies include professionalism. Interacting with staff, families, and children must always be done in a professional manner. It is critical for program managers, training and curriculum specialists (T&Cs), and other program leaders/educational technicians to explicitly inform staff about expectations for professional behavior and to always model professional behavior.

Program managers must take the lead by providing positive examples of professionalism. As role models, they demonstrate how to interact during difficult encounters with parents or colleagues. They are the leaders that staff members look to for guidance about what to say and do when difficult situations occur.

Families rely upon all program staff to provide a warm and responsive environment for their children. Each employee must make conscious, intentional decisions about how to interact in daily encounters with children, parents, and colleagues. Program managers and training & curriculum specialists must be acutely aware that the classroom staff they coach, mentor, and supervise may sometimes face difficult ethical situations. Following an ethical code can help with difficult decisions that arise within the child-care setting.

Professional organizations (e.g., National Association for the Education of Young Children (NAEYC); National After School Association) that work on behalf of children, families, caregivers, and teachers have created standards and competencies to guide early care and education professionals. Each professional organization created standards that address professional behaviors. Professional organizations rely on research-based principles and bring together highly respected experts to draft and verify the standards and competencies for the field.

When you review various organizations' sets of standards and competencies you will find many similarities when it comes to professionalism. This indicates a common understanding that engaging in professional behavior is critical for those working with young children, youth, and families.

Characteristics of Effective Professional Leaders

最重要的专业领袖全部用作员工的榜样。正如教师和青年工人必须与每个孩子和家庭建立关系，程序经理必须仔细参加与每个工作人员建立关系。托儿和青年计划必须有一个明确的阐明共享使命和哲学all staff members understand and that is demonstrated by everyone who works in the program. Program managers support that mission and philosophy by treating each staff member with dignity and respect. Just as teachers are expected to guide children, program leaders guide the adults who work in the program. Program managers have a powerful influence on the professional climate in the center or program. Effective professional leaders are team players who carefully listen when families and staff share their ideas and concerns that impact program quality.

It is very important for program managers to speak and act authentically. For example, if a program manager states that all staff should use a calm manner when speaking, then the program leaders should use a calm manner when speaking to children and colleagues. It is important that there be a match between what a leader says and what the leader does.

方案管理人员将每个工作人员的增长和发展视为其工作的一个重要方面。计划领导者被委托故意指导其他人超过他们的工作。随着每个工作人员繁琐，计划的整体质量得到了增强。

Effective professional leaders enjoy their work and show it. They encourage a positive atmosphere. They know that it is important to have fun and laugh, celebrate successes, and acknowledge all the good things staff members do for children and families. Leaders may plan joyful events that build community among the staff, such as acknowledging individuals during staff meetings, celebrating staff birthdays and life events with potluck suppers, or attending a professional conference together.

There are many excellent resources on leadership development. Those who are new to the role of program manager will want to read some of the excellent articles and books about leadership in the Resources and References list. Joining a face-to-face or an online community of practice with other program leaders is another way to learn more about leadership and professional behavior with colleagues.

Resources for Professional Behavior

There are a number of books, Web sites, and webinars available to help you and your staff better understand professional behavior and how it influences the quality of early care and education programs. Early-childhood leadership expert Fran Simon provides suggestions about what early care and education leaders need to do to create their vision. These are just a few listed in her article, "Look Up and Out to Lead":

• 加入行业协会,参加会议, volunteer
• 参加现场和虚拟专业学习网络狗万app怎么下载
• Engage with social media (e.g., Twitter, LinkedIn, Pinterest, etc.) where hundreds of thousands of educators share links to valuable information and breaking news that is pertinent
• Engage in formal professional career and leadership development
• 找一个导师 - 甚至领导需要渴望他们的生活
• Mentor promising young people and learn from your engagement with them
• 在领导力和相关主题上建立一个图书馆
• Subscribe to email and print newsletters and professional journals from a variety of sources

此外，下面的参考列表包含您可能会发现的书籍，文章和网站，因为您了解更多关于提前关注和青年发展领域的专业和领导地位。

See

Professionalism: An Introduction

Completing this Course

For more information on what to expect in this course and a list of the accompanying Learn, Explore and Apply resources and activities offered throughout the lessons, visit the Management Professionalism课程指南.

为了支持您监督的直接护理工作人员或家庭儿童护理提供商的专业发展，您可以访问相应的课程指南：万博体育下载官方网站

• Infant & Toddler Professionalism课程指南
• 万博体育全站app学龄前是专业精神课程指南
• School-Age Professionalism课程指南
• Family Child Care Professionalism课程指南