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Module I: Foundations of Leadership. A Service of the Children’s Bureau, a Member of the T/TA Network. Module I Training Competencies. 1.Able to describe leadership behavior as a middle manager in child welfare. - PowerPoint PPT Presentation
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Module I: Foundations of
Leadership
A Service of the Children’s Bureau, a Member of the T/TA Network
Module I Training Competencies
1. Able to describe leadership behavior as a middle manager in child welfare.
2. Able to apply the components and dynamics of the Child Welfare Leadership Model to the work of a child welfare manager.
3. Able to assess one’s own strengths and challenges and model authentic behavior as a leader.
4. Able to describe adaptive leadership behavior as a middle manager.
5. Able to demonstrate a commitment to continuous learning by applying leadership skills to the implementation of a change initiative.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 2
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 3
NCWWI Leadership
Model
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
3
Surviving Permanent Whitewater
Leading in Child Welfare
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 4
Defining “Middle Managers”
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 5
Key Leadership Tasks
Do things right
Do the right things
Do the right things right
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 6
Leadership and Management
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 7
Multiple Skills and Functions of a Leader
Managing AND
Leading
8Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 8
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 9
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 10
Our View of the World
The linear view of the world doesn’t capture reality
The whole is greater than the sum of the parts
The world is a complex, never-still, always-weaving tapestry.
(Based on Wheatley, 1999)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 11
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 12
NCWWI Leadership
Model
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 12
Applying the Leadership Model Quadrants to the Group
Change Initiative
Quadrant: Leading Change Refers to the leader’s role of setting high
standards, seeing the big picture, understanding its impact on the day-to-day work of child welfare staff, and anticipating the impact of contextual factors, economic trends, and political changes.
Competencies for Leading Change are:• Creativity & Innovation • Vision
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 13
14
NCWWI Leadership
Model
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Leadership Pillars
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 15
Application to Group Change Initiative
Leadership Principles: Adaptive Collaborative Distributive Inclusive Outcome Focused
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 16
Applying the Quadrants to My Change Initiative
The Four Quadrants: Leading Change Leading in Context Leading People Leading for Results
Handout 1.5Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 17
Leadership Development: Inner and
Outer Journey
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 18
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 19
We can’t ignore problems—we just need to approach them from the other side.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 20
Key Findings from the Gallup Research
The most effective leaders: Always invest in strengths Surround themselves with the
right people and then maximize their team
Understand their team’s needs(Rath & Conchie,
2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 21
The Path to Great Leadership
“The path to great leadership starts with a deep understanding of the strengths you bring to the table."
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 22
Four Domains of Strength
Influencing
ExecutingStrategic Thinking
Relationship Building
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 23
Strategic Thinking
Leaders with dominant strength in Strategic Thinking keep the group focused on what could be.
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 24
Influencing
Leaders with dominant strength in Influencing help their people reach a broader audience.
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 25
Relationship Building
Leaders with dominant strength in Relationship Building hold a team together.(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 26
Executing
Leaders with dominant strength in Executing know how to make things happen.
(Rath & Conchie, 2008)
Questions for “Strengths” Groups
Introduce yourself and list your strengths within the domain.
Using the first strength listed within the domain on your results, explain how you see yourself using this strength in your role.
Prepare to give two contrasting examples to the large group when we reconvene and come to your “domain.”
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 27
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 28
Influencing
Woo
Significance
Self-Assurance
Maximizer
Competition
Communication
Command
Activator
Influencing
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 29
Executing
Restorative
Responsibility
Focus
Discipline Deliberative
Consistency
Belief
ArrangerAchiever
Executing
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 30
Relationship Building
Relator
Positivity
Individualization
Includer Harmony
Empathy
Connectedness
Developer
Adaptability
Relationship Building
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 31
Strategic Thinking
Strategic
Learner
Intellection
Input
Ideation
Futuristic
Context
Analytical
StrategicThinking
(Rath & Conchie, 2008)
New Yorker Cartoon
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 32
Gallup Poll Questions
What leader has had the most positive influence in your daily life?
List three words that best describe what this person contributes to your life.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 33
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 34
Four Basic Needs of Followers
Trust
Hope Stability
Compassion
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 35
Respect Integrity
Honesty
Trust
Trust
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 36
Compassion
Love
Happiness
Friendship
Caring
Compassion
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 37
Peace
Support
Strength
Security
Stability
Stability
(Rath & Conchie, 2008)
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 38
Hope
Guidance Faith
Direction
Hope
(Rath & Conchie, 2008)
Maximizing Team Contributions Through
StrengthsTRUST COMPASSIONTasks: Engage community, convene stakeholder workgroups, public speaking, prepare reports to reach others
Reach a Broader Audience
INFLUENCING ©
Hold a Team Together
RELATIONSHIP-BUILDING ©
Tasks: Morale, guide planning, move process through tough times, resolve unanticipated consequences
Tasks: lead visioning, identify future goals and link current work to their work, scan environment, link initiative to agency and community goals.
STRATEGIC THINKING ©
Focus on “What Could Be”
EXECUTING ©
Make Things Happen
Tasks: Map out steps for benchmarks, identify how to make and assess progress, break down barriers
HOPE STABILITY
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 39
Using Your Strengths
1. Describe a time in your organization that you consider a high point experience, a time when you were most engaged and felt alive and vibrant.
2. What strengths were you using and how were you using these strengths?
Handout 1:8 Worksheet: Using Your Strengths
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
40
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 41
Custom Team Distribution Chart
(Rath & Conchie, 2008)
The Task of Organizational Leadership…..
…Is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant.
~Peter DruckerAs quoted by Cooperrider & Whitney, 2005
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 42
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 43
We must become the change we want to see.
~Mahatma Gandhi
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 44
Technical andAdaptive Work
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 45
Technical Work
Perspectives are aligned Definition of the problem is clear Solution and implementation are
clear Primary locus of responsibility
for organizing the work is the leader
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 46
(Heifetz, Grashow, & Linsky, 2009)
Adaptive Work
Legitimate, yet competing, perspectives emerge
Definition of the problem is unclear
Solution and implementation are unclear and require learning
Primary locus of responsibility is not the leader
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 47
(Heifetz, Grashow, & Linsky, 2009)
Adaptive Challenges
Requires new behaviors, knowledge, action, or a new way of thinking that is not in the current expertise.
There is disagreement about how to solve the problem.
Problems are solved through a collective process.
Involves refashioning loyalties, loss of competence, and loss of equilibrium.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 48
Differentiating Technical and Adaptive Work
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 49
Technical Alignment Clear definition Solution and
implementation clear
Leader can take primary responsibility
Adaptive Different
perspectives Unclear definition Unclear solution
and implementation
Leader cannot be primarily responsible(Heifetz, Grashown, & Linsky,
2009)
Provide a new laptop to all casework staff
A. AdaptiveB. Technical
50Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Help new users understand the value of
technology in social work; overcome their
uncertaintiesA. AdaptiveB. Technical
51Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Train staff in using new software and hardware
A. AdaptiveB. Technical
52Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Change values to focus on the strength of
families rather than their challenges
A. AdaptiveB. Technical
53Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Make sure families receive
notice of meetingsA. AdaptiveB. Technical
54Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Make child care available
so parents can attendA. AdaptiveB. Technical
55Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Foster values and attitudes that are
inclusive of familiesA. AdaptiveB. Technical
56Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Demonstrate acceptance of
diverse cultural beliefsA. AdaptiveB. Technical
57Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Translate brochures and other materials
A. AdaptiveB. Technical
58Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network
Applying Adaptive Leadership to Change
Initiative Leadership is more than identifying
adaptive challenges. Involves framing the challenges in a
way that everyone shares a common goal.
Anticipates differences in perceptions.
Leaders must listen, reflect, and integrate new ideas.
All team members must be willing to learn and collaborate.Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA
Network
59
It’s a Technical Challenge Only If
……… Perspectives are aligned Definition of the problem is clear Solution and implementation are
clear Primary locus of responsibility for
organizing the work is the leader
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 60
Terry’s Challenges Who should come to the table to help us develop
our father involvement initiative? What forums should we use—such as a steering
committee? How much and in what ways can we share
power? Director is very clear that she wants to have a
wide range of partners at the table and to share power—but provided no specifics.
Director wants our small group to develop the partnership plan.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 61
Behaviors of Adaptive Leadership
Get on the balcony Think politically Be open to all voices Regulate distress Orchestrate conflict Give the work back to the people Hold steady
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 62
7 Behaviors of Adaptive Leadership Activity
Discuss definition of the behavior assigned to your table and strategies that have been used or could be used based on the group Change Initiative. (You will have10 minutes for review and table discussion)
One person from the table will report out to the large group.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 63
Key Points From Today’s Training
The Child Welfare Leadership Model is based on a worldview that reflects the constant balancing act of competing values.
Leadership can be learned, developed, and shared. Leaders maintain a systems perspective. There are four domains of leadership strengths. Followers look for the key qualities in a leader. Leaders differentiate between technical and adaptive
challenges. Leadership can be enhanced by the following
practices: Get on the balcony, Think politically, Be open to all voices, Regulate distress, Orchestrate conflict, Give the work back to the people, Hold steady.
Leadership Academy for Middle Managers • www.ncwwi.org A Service of the Children’s Bureau, a Member of the T/TA Network 64