Participant Introductions

1. Name2. Tribe3. Something personal you want to share4. Job title5. Name of tribal child welfare agency6. One statement on the major focus of

your tribal child welfare agency’s change initiative

7. A positive word that starts with the first letter of your name (e.g., Wonderful Willie)www.ncwwi.org A service of the Children’s Bureau, a member of the T/TA Network

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A service of the Children’s Bureau, a member of the T/TA Network

Leadership Academy for Middle Managers

Tribal CoachingCity, State

Date

National Child Welfare Workforce Institute (NCWWI) Purpose

To build the capacity of the nation’s child welfare workforce and improve outcomes for

children, youth, and families through activities that support the development of

skilled child welfare leaders.

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Goal of the Leadership Academy for Middle Managers (LAMM)

To develop leadership skills for sustainable systems change to improve

outcomes for children, youth, and families

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Goal of LAMM Tribal Coaching

To advance tribal leadership of tribal agencies’ change initiatives

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Tribal Coaching Participant Objectives

• Apply NCWWI leadership skills in tribal child welfare agencies and settings

• Implement tribal child welfare agency’s change initiatives through resources and support from small-group and peer coaching

• Develop partnerships internally and externally for implementing sustainable systems change

• Identify aspects of Native American history and sphere of influence that contribute to leadership in tribal child welfare

• Identify strengths and challenges as leaders of change• Understand NCWWI Leadership Framework model from an

indigenous perspective• Develop plan of action for implementing tribal child welfare

agency’s change initiative

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Agenda: Day 1• Welcome and training overview • Personal story of leading a change

initiative (part 1)• Break• Personal story of leading a change

initiative (part 2)• Review of NCWWI Leadership Model

and tribal perspective to create change

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Agenda: Day 1• Lunch• World Café discussion• Break• World Café discussion• Personal journals• One-word debrief and adjourn

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The Circle is the sacred symbol of life…individual parts within the

Circle connect with every other; and

what happens to one, or what one part does, affects all within the Circle.

 —Virginia Driving Hawk SneeveSicangu Oyate Lakota

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Working Agreements

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Four Agreements1. Be Impeccable With Your Word2. Don’t Take Anything Personally 3. Don’t Make Assumptions4. Always Do Your Best

—Don Miguel Ruiz

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Day 1 Participant Objectives

• Review and have working knowledge of NCWWI Leadership Model

• Apply key elements from NCWWI Leadership Model quadrants through American Indian/Alaska Native perspective to continue developing tribal child welfare agency’s change initiative

• Expand skills through individual, small-group, and peer coaching to help implement tribal child welfare agency’s change initiative

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Personal Story of Leading a Change Initiative

• What is the major focus of your tribal child welfare agency’s change initiative?

• Why did your tribal child welfare agency choose this change initiative?

• Tell your personal story of leading change through this initiative.

• Share your personal successes and challenges.

• Share your priorities for leading change.

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BREAK

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Personal Story of Leading a Change Initiative (Part 2)

• What did your partner’s leadership story mean to you as a leader?

• What did you hear that might help you with your tribal child welfare agency’s change initiative?

• What can you offer as support or validation of their experience?

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NCWWI Leadership

Model

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Leading Change Questions

• How have you used the NCWWI Leadership Model to guide your work on your tribal child welfare agency’s change initiative?

• What particular NCWWI Leadership Model quadrant has been helpful? Leadership Principle?

• What challenges have come up as you’ve tried to implement your tribal child welfare agency’s change initiative?

• How have you addressed those challenges (solutions, strategies)?

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LUNCH

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Welcome to the World Café

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World Café Guidelines• After introductions, discuss in your small group

the questions at the table. Everyone may write answers to the coaching questions on the flip chart.

• After 20 minutes, the coaches stay at their tables to be Wisdom Keepers for the next group, summarizing the previous conversation.

• After 20 minutes, participants disperse to new tables of their choice.

• Repeat the process three times.• All participants share answers to the coaching

questions and ideas about their tribal child welfare agency’s change initiatives.

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BREAK

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ICE BREAKER

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NCWWI Leadership

Model

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Small-Group Coaching• Discuss challenges of tribal child welfare

agency change initiatives identified in the World Café

• Discuss strategies/solutions heard from peers

• Identify which quadrants of the NCWWI Leadership Model they experience as challenging in their work on change initiatives

• Identify which quadrants of the NCWWI Leadership Model are most helpful for implementing tribal child welfare agency change initiatives

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Large-Group Discussion

• What caught your attention today?• What do you want to know more

about?• What will you consider using in

leading your tribal child welfare agency’s change initiative?

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PERSONAL JOURNALS

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ONE-WORDDEBRIEF AND

ADJOURN

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Good Morning and

Welcome to Day 2!

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Let us put our minds together and see what life we can make

for our children—Sitting Bull

Hunkpapa Lakota

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Agenda: Day 2• Reflections and review of the day• Adaptive leadership in tribal child

welfare • Adaptive leadership in small-group

coaching• Break• Addressing challenges • Lunch

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Agenda: Day 2• Trauma and leadership• Strategies for change• Talking circle• Break• NCWWI leadership principles• Personal journals• One-word debrief and adjourn

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Day 2 Participant Objectives

• Understand leadership successes and challenges within cultural and historical context

• Apply adaptive leadership behaviors to tribal child welfare agency’s change initiative

• Dialogue with individuals with differing opinions while leading tribal child welfare agency’s change initiative

• Recognize lateral violence in team members and identify strategies to address itwww.ncwwi.org A service of the Children’s Bureau, a member of the T/TA Network

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Adaptive Leadership

Adaptive leadership is the practice of mobilizing people to tackle tough

challenges and thrive

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Behaviors of Adaptive Leadership

• Get on the balcony• Think politically• Be open to all voices• Regulate distress• Give the work back to the people• Orchestrate conflict• Hold steady

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Adaptive Leadership Small-Group Coaching

• What adaptive leadership behaviors will be most helpful to you in implementing your tribal child welfare agency’s change initiative?

• What adaptive leadership behaviors have you already used?

• What behaviors will be most challenging for you to apply?

• Where will you find support for practicing adaptive leadership?

• What challenges will you face as you try to apply some of the adaptive leadership behaviors to your work?

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BREAK

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Leadership Challenges

Dialogue Through Role Play• Four roles• Storyteller (Mover) • Follower (Champion)• Opposer (Resistor)• Wisdom Keeper (Holder of Knowledge)

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LUNCH

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Trauma and Leadership

The honor of one is the honor of all…The pain of one is the pain of

all… —The Promulgation of Universal Peace

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Lateral Violence in Tribal Child Welfare Agencies

Internalized oppression

Lateral violence

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Definition of Lateral Violence

Lateral violence is the expression of repressed anger, fear, and terror that can

only be safely vented upon those closest to it as when they are being oppressed. People who are victims of a situation of dominance

turn on each other instead of confronting the system that opposes them.

—Mick Gooda

We have met the enemy and it is us.—Pogo

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Examples of Lateral Violence

• Tribal members vs. non-tribal members• Mixed-blood vs. full-blood• State vs. tribe• Urban vs. reservation• Youth vs. elders• Men vs. women• Formally educated vs. grassroots

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Effects of Lateral Violence in the Workplace

• Sleep disorders• Poor self esteem• Hypertension• Low morale• Apathy• Disconnectedness• Removal of self from workplace,

psychologically or physically (sick leave, stress leave, resignation)

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Systemic Issues

• Abuse of power• Control issues• Ineffective meetings• Lack of collaboration• Lack of regular positive feedback• Rumors and gossiping (triangulation)• Failure to respect privacy• Sabotaging behaviors• Shaming

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Strategies for Change

• Identify the problem(s)• Raise issues at staff meetings• Use talking circles to process• Engage in reflective practice• Make self-care a priority• Be willing to speak up when you see

issues

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TALKING CIRCLE

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BREAK

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ICE BREAKER

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NCWWI Leadership Principles

• Adaptive• Collaborative• Distributive• Inclusive• Outcome-focused

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PERSONAL JOURNALS

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ONE-WORDDEBRIEF AND

ADJOURN

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Good Morning andWelcome to Day

3!www.ncwwi.org A service of the Children’s Bureau, a member of the T/TA Network 53

People say that crisis changes people and turns ordinary people

into wiser or more responsible ones.

 —Wilma MankillerCherokee

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Agenda: Day 3• Reflections and review of the day• Leading for sustainable systems

change• Break• Change initiative revisions• Culturally responsive logic model• Lunch

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Agenda: Day 3• Change initiative action plans• Parking lot• Evaluation• Closing circle and reflections• Adjourn

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Day 3 Participant Training Objectives

• Develop action plan• Renew motivation for change

initiative• Measure learning against baseline of

opening exercise• Identify resources (including people)

for support as you continue to develop and implement tribal child welfare change initiatives

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Continuum of Power

PowerOver

PowerFor

PowerWith

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Leading for Sustainable Systems Change

• Who has power over you and what is that relationship like? Examples: immediate supervisor, head of department, chief financial officer, tribal council, contracts officer, legal department

• What do you do when the person who has power over you or your program is incompetent, dysfunctional, or unethical?

• How can you be more proactive in your interaction with this person?

• Role-play a situation from your group as it currently is and then with a positive outcome (don’t use real names!). What strengths brought the desired results? www.ncwwi.org A service of the Children’s Bureau, a member of the T/TA Network

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BREAK

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Change Initiative Revisions

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Resources

needed to

operate your progra

m

If you have those resources, then you can

accomplish your

activities

If you accomplish your

planned

activities,

then you will

deliver the

services you intend

ed

If you deliver your

planned

services,

then participants will

benefit in

predictable ways

If these benefits are achiev

ed, then

certain changes in

communities

, organizations, or systems

can be expected to occur

Logic Model

Inputs

Actions

Outputs

Outcomes

Results

Adapted from “Logic Model Development Guide,” by W.K. Kellogg Foundation, 2004.

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Culturally Responsive Logic Model

Expected outcomes• Ensure needed

mental/behavioral health services are available

• Increase families’ access to these services

• Improve quality of services so that they are acceptable to American Indian youth and their families

• Promote knowledge of youth issues and community strengths

• Support building a strong urban Indian community that offers natural support to youth and families

Indian Health Care Resource Center of Tulsa

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Vision:

Inputs Actions

Initial Outcomes

Intermediate Outcomes

Results

Outputs

Logic Model Template

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LUNCH

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Change Initiative Action Plans

• What is your step-by-step plan for moving forward with your tribal child welfare agency’s change initiative?

• How is what you propose different from what you originally envisioned during the LAMM training?

• If a change initiative stalls, what steps will you take to move it forward? Who or what process can help?

• What is your timeline for the steps you will take to implement the change initiative?

• What strengths do you and your team have to move the change initiative forward?

• What barriers do you foresee? What will you do to overcome the barriers?

• What other resources do you need?www.ncwwi.org A service of the Children’s Bureau, a member of the T/TA Network 66

Parking Lot

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Evaluation

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Closing Circle

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ADJOURN:THANK YOU AND SAFE TRAVELS

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