Module I: Foundations of Leadership

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