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ADDRESSING TOMORROWS WORKFORCE TODAY Engaging, mentoring, supporting, and supervising people in a peer environment
Servant Leadership and Hunter’s Model of Employment Role Autonomy Levels ©
Presenters
Gloriana Hunter, Ed.D.
Experience Worked in behavioral health (psychosocial
support) in Arizona since 2005. Expert in skill development for Peer
Professionals and other frontline employees in social services
Population Health Administrator for Integrated Health
Education Ed.D. in Organizational Leadership from
Argosy University MBA in Information Technology from
University of Laverne Passion
Improving mental and physical health of all people through support and empowerment
Presenters (Cont’d)
Susi Morales, BS / BHT
Experience Worked in behavioral health (psychosocial
support) since 2001. Started as a volunteer WRAP© facilitator In 2015, opened the Peer and Family Referral
Center, an Arnold Expansion partnership between MMIC and Recovery Empowerment Network.
Education Bachelor’s of Science in Sociology (minor in
psychology) from Arizona State University. Passion
partnering with people to help them realize their goals.
Equal people, different jobs.
Engaging Employees
Preventable Turnover
Micromanagement results in 28% higher rate of dissatisfied employees. (LinkedIn.com, 2015)
15%10.3
%
Why this matters…
Successful peer professionals significantly reduce workplace stigma.
Employee turnover has significant cost to employers
Research supports a correlation between servant leadership and employee commitment to supervisors
Employee commitment to supervisors plays a major role in employee retention
(Sokoll, 2013)
Why this matters, x2…
Peer professionals work closely with clinical teams in achieving improved health outcomes.
Employee commitment to supervisors is linked to increased productivity (Sokoll, 2014).
Supervisors’ positive attitudes toward human equality in the workplace is linked to employee commitment and reduced turnover (Hunter, 2015)
Occupational stability is a dimension of wellness (SAMHSA.gov, n.d.)
Why this matters…Meet Letajan.
Easiest way ever to become a Hero Mentor
Mentoring
Servant Leadership
Leadership Myth:A supervisor cannot be people-centric and maintain high standards, because employees will take advantage.
(Hess, 2013)
Common characteristics of a servant-leader: Lead by example Exhibit humble behavior Mind those p’s and q’s Vigilance Communicate expectations Support autonomy
Good intentions and words are not enough. The best leaders understand that daily behaviors count (Hess, 2013).
Servant Leadership
Employee commitment to supervisors has been discovered to play a major role in employee retention.(Vanden-berghe & Bentein, 2009).
Potential benefits of servant leadership behaviors: improved employee trust, loyalty, and satisfaction with supervisors
Servant leadership’s values and behaviors are focused on helping people. The distinctive, central focus, and base of servant leadership behaviors is serving the needs of followers (Hess, 2010).
Driving Employee Engagement
8 Factors that drive employee engagement
Greenleaf Center for Servant Leadership
Trust and integrity Nature of the job Line of sight between employee
performance and company performance Career growth opportunities Pride about the company Camaraderie with coworkers/team
members Employee development Relationship with one’s manager
The Role Autonomy Model
Supporting and Supervising
What is worse than an employee who quits?
An employee who quits, but is still on your payroll.
Understanding Autonomy
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Encourages… Eliminates…
Alignment with Personal Desires Individual Smallness
Greater Work Control Production Blocking
Responsibility Inaction Awaiting Approval
New Ideas Groupthink Problem Solving
Ambition Loafing
High Performance Evaluation Apprehension
Loyalty Micro-Management
Turnover Reduction Abandonment
What it is: The level of discretion and freedom an employee has over his or her job, which research has shown to increase job satisfaction, productivity, and quality.
What it is NOT: Lack of managerial support and oversight, leading to a sense of abandonment by the employee, or the “willy-nilly loose cannon” effect.
Traditional (and Horrible) Ways to Increase Employee
Performance
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Annualized
Performance
Evaluation
Decrease in personal motivation…
Traditional (and Horrible) Ways to Increase Employee Performance
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Disciplinary
Action
Decrease in personal motivation…
Traditional (and Horrible) Ways to Increase Employee Performance
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Team Meetings
Decrease in team motivation…
Traditional (and Horrible) Ways to Increase Employee Performance
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Ignoring Problems
Decrease in team motivation…
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e
Experience in Organization
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3
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43210
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Role Autonomy Model
Coaching Equipping
Training Guiding
Expe
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e in
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43210
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210
Lift
Drag
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
General Employment VariablesScale
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
Lift VariablesExcels in verbal and written communication skills, and demonstrates effective listening skills
Demonstrates comfortability company’s culture (company culture fitness)
Exhibits confidence with a solid understanding of role expectations
Demonstrates ability and skillsets required to perform tasks within expectations
Demonstrates time management and organizational skills required for position.
Willingness to pursue continued informal learning and formal education regarding role
High EQ: Intrinsic (Knowing and being comfortable with their self)
High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)
Drag VariablesLacks ability to communicate verbally or in writing, or has difficulty listening to others
Demonstrates difficulty with company’s culture(company culture fitness
Shows lack of confidence and clarity regarding role expectations
Unable to consistently perform tasks within expectations due to lack of ability or skills
Lacks time management and organizational skills required for position.
Does not actively pursue continued informal learning and formal education regarding role
Low EQ: Intrinsic (Uncertain and uncomfortable within themselves)
Low EQ: Extrinsic (Uncertain and uncomfortable in relationships with others)
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
General Employment VariablesScale
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
Lift VariablesExcels in verbal and written communication skills, and demonstrates effective listening skills
Demonstrates comfortability company’s culture (company culture fitness)
Exhibits confidence with a solid understanding of role expectations
Demonstrates ability and skillsets required to perform tasks within expectations
Demonstrates time management and organizational skills required for position.
Willingness to pursue continued informal learning and formal education regarding role
High EQ: Intrinsic (Knowing and being comfortable with their self)
High EQ: Extrinsic (Ability to have meaningful and mature relationships with others)
Drag VariablesLacks ability to communicate verbally or in writing, or has difficulty listening to others
Demonstrates difficulty with company’s culture(company culture fitness
Shows lack of confidence and clarity regarding role expectations
Unable to consistently perform tasks within expectations due to lack of ability or skills
Lacks time management and organizational skills required for position.
Does not actively pursue continued informal learning and formal education regarding role
Low EQ: Intrinsic (Uncertain and uncomfortable within themselves)
Low EQ: Extrinsic (Uncertain and uncomfortable in relationships with others)
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Peer Support VariablesScale
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
Lift VariablesUnderstands the fundamentals of peer support, and its role in recovery and resilience
Ability to be empathetic and mutual with people without being judgmental and negative
Allows for diversity of choice in ways people can recover
Ability to share meaningful aspects of their own story to move another person forward
Partners with other professionals as a member of a whole care team
Flexible and adaptable to change in both services provision and job requirements
Ability to accurately and succinctly complete all documentation within establish deadlines
Observes peer support ethics responsibly
Drag VariablesDiagnoses people, sees them as clinical labels, or takes role of expert by “fixing”
Uses language or supports notions that promote negativity regarding situations/abilities
Expects person to follow a map, process, or formula to achieve their own idea of recovery
Under or overshares their story in a way that is not relevant to a person’s recovery
Disregards input from other professionals, or does not speak up as a team member
Shows overt frustration, anger, intentional noncompliance when work details change
Lacks skills to manage documentation basics on time and with little supervision
Shows lapses in ethical judgement
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Peer Support VariablesScale
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
5 4 3 2 1
Lift VariablesUnderstands the fundamentals of peer support, and its role in recovery and resilience
Ability to be empathetic and mutual with people without being judgmental and negative
Allows for diversity of choice in ways people can recover
Ability to share meaningful aspects of their own story to move another person forward
Partners with other professionals as a member of a whole care team
Flexible and adaptable to change in both services provision and job requirements
Ability to accurately and succinctly complete all documentation within establish deadlines
Observes peer support ethics responsibly
Drag VariablesDiagnoses people, sees them as clinical labels, or takes role of expert by “fixing”
Uses language or supports notions that promote negativity regarding situations/abilities
Expects person to follow a map, process, or formula to achieve their own idea of recovery
Under or overshares their story in a way that is not relevant to a person’s recovery
Disregards input from other professionals, or does not speak up as a team member
Shows overt frustration, anger, intentional noncompliance when work details change
Lacks skills to manage documentation basics on time and with little supervision
Shows lapses in ethical judgement
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210 GE PS
3
2
4
1
5
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210GE PS
3
2
4
1
5
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Coaching Equipping
Training Guiding
Expe
rienc
e in
Rol
e4
3
2
1
0
43210GE PS
3
2
4
1
5
Experience in OrganizationHunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
communicationcompany culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Supervisor’s Ratings
communicationcompany culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Supervisor’s Ratings
communicationcompany culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Supervisor’s Ratings
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
communicationcompany culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Employee’s Self-Ratings
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Employee & SupervisorRatings Comparison communication
company culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Super-visorEmployee
Hunter’s Model of Role AutonomyCopyright © 2016, Gloriana Hunter, Ed.D.
Employee & SupervisorRatings Comparison communication
company culture
role expectations
performs tasks
time & org
ongoing learning
intrinsic EQ
exrtinsic EQPS skills
empathy & mutuality
encourages choice
appropiate story
team with others
flexibility
documentation
ethics
Super-visorEmployee
Nutshell Servant LeadershipClear expectations must be laid out with specifisty. We cannot expect our staff to intuitively know what we want or need.
A supervisor’s calling is to understand the employee’s skill level and provide them with the tools necessary for their role.
Become a master toolbox with a plethora of simple and advanced tools.
Call to Action
Your Monday Morning Commitment…
This model works to create a partnership between PSWs and leadership
Provides leadership with a roadmap to support PSW ownership over their occupational roles
Identifies PSW strengths and areas for growth in vocational development.
Questions?
References