THE WAY WE LEAD

THE WAY WELEAD

©2018, ResCare Inc. All Rights Reserved.

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Introduction - Page 3©2018, ResCare Inc. All Rights Reserved.

IntroductionWelcome to The Way We Lead! This program is designed to arm you with the strategies, tools, resources, and mindset you need to be an effective leader in our organization.

As a dedicated, compassionate team, our organization works every day to help those we support live their best lives. As leaders, we must offer that same dedication and compassion to the employees we support. Your team depends on you – and the way you lead will determine if they can reach their highest potential.

About the ProgramThe Way We Lead is our signature leadership development program – it is the foundation for everything we do as leaders in our organization. Rooted in our LEGACY Quality Standards, The Way We Lead ensures our leaders promote the right culture of engagement, inclusion, and accountability. Let’s review our LEGACY Quality Standards, which guide us in all we do:

eadership, be a servant leaderL

nvironment, people-focused environmentE

et Going! Know your businessG

ttitude, see the possibilitiesA

ommunication, everyone in the knowC

ou! Be an exampleY

• Everyone is leader. Establish purpose, and coach to make others better.• High integrity and accountability – do what you say you are going to do.• Balance pride and humility.

• No jerks! Collaborate among a trusting team. Police your environment.• Be transparent and honest. Reward good performance.• Focus on people: Attract, develop, and retain the best people.

• Think. Plan. Act. Take action to set and hit goals.• Work smart and efficiently, moving with a sense of purpose and urgency.• Have rituals – be consistent with regular planning and tracking.

• Take a positive, can-do approach, because that is contagious.• Take ownership and control. Aim high. Expect excellence.• Adapt and look for better ways of doing things – continuously improve.

• Coordinate through communicating – so people know what’s going on.• Language and words matter. Talk (vs. email). Be clear.• Do your part to be organized and make meetings productive.

• Stop and reflect. Set high standards, but note progress and the good.• Be authentic. Your character shows in everything you do.• Do your part. Build team. Have fun.


About the BlueprintThe Blueprint is your guide to The Way We Lead program – it will walk you through the training over the course of the next six days, step-by-step. The Blueprint contains articles to read, tools and resources you can use to lead your team, and exercises and activities that will guide your learning. Notes pages are also available within each module to help you capture key points.

The following icons will guide you in your blended learning activities.

Supplement for Download

Reading/Activity

Video

Online Course

Personal Commitment

A Note About Self-Paced LearningThis program is designed to be completed at your own pace, with one module completed per day over the next six days. Self-paced learning provides you the convenience of training on your own time, without the need to make special arrangements to attend an in-person class. However, you’ll need to be mindful of some particular challenges. Here are some tips to help keep you on track:

• Block time on your calendar. The flexibility of self-paced learning is great, but it also means you may be more likely to procrastinate or get pulled into competing priorities more easily. Block the appropriate amount of time on your calendar each day, and stick to it! Be intentional about minimizing distractions – for example, you may want to close your door and disable email notifications.

• Don’t rush. The program has been designed to be completed in chunks. Stick to this approach! Don’t complete 2-3 days of content in a single sitting just because you have some extra time. Rushing through the content will make it less meaningful and limit your ability to apply the concepts.

• Take time to reflect. It’s important that you thoughtfully reflect throughout the program to make the content meaningful to you. Constantly consider how you can turn the concepts presented during the training into action for yourself and your team.

• Talk to others about the training. While you will be completing the training independently, it is always good to talk things out. Ask others how they are applying the training in their roles and what challenges they may still face as leaders. Share your ideas and support each other’s learning!

• You own your own learning – make the most of it! Think critically as you complete sections of the training – don’t just check off the requirements. Be open to new ideas and try applying new concepts. This training program is what you make of it!


Program Overview

Day One Day Two Day Three Day Four Day Five Day Six

L E G A C YIntro to Day 1: Leadership

Intro to Day 2: Environment

Intro to Day 3: Get Going!

Intro to Day 4: Attitude

Intro to Day 5: Communication

Intro to Day 6: You!

Online Course: Leading through Inspiration

Reading/Activity: Taking Time with Your People

Reading/Activity: Building Your Business Pipeline

Online Course: Seeing the Possibilities

Reading/Activity: What’s Your Style?

Reading/Activity: The Power of Vulnerability

Activity/Reading:Leader Versus Manager

Reading/Activity: Being Approachable

Online Course: Accountability of Self

Reading/Activity:What Causes You Stress?

Reading/Activity: Customized Communication

Video: From the People We Lead: Authenticity

Video: From the People We Lead: Servant Leadership

Reading/Activity:Meeting People Where They Are

Reading/Activity: The Accountability Equation

Reading/Activity: Be a Champion of Change

Online Course: Providing Feedback (SBI)

Reading/Activity: Real Talk

Reading/Activity: What’s the Purpose?

Video: From the People We Lead: Recognition

Video:Accountability of Others

Reading/Activity: No Buts Allowed

Online Course: GROW for Meetings

Personal Commitment Statement: You!

Online Course: GROW for Coaching

Reading/Activity: Recognition: What’s the Big Deal?

Reading/Activity: My Accountability Plan

Personal Commitment Statement: Attitude

Personal Commitment Statement: Communication

Reading/Activity:The Way I Lead

Reading/Activity: Do What You Say You’ll Do

Reading/Activity: It’s All About the Team

Personal Commitment Statement:Get Going!

Reading/Activity: Evaluation & Post-Test

Personal Commitment Statement: Leadership

Personal Commitment Statement: Environment

65 minutes 55 minutes 55 minutes 50 minutes 55 minutes 60 minutes

You should complete the program over the course of six days – setting aside the allotted time each morning to complete that day’s training. This program is a blend of activities completed within The Blueprint, as well as online videos and training courses in our ResCare Talent System. There will also be supplemental activities to complete on the job or outside the times noted below.

Personal Commitment StatementsWithin each of the six modules, you’ll complete a personal commitment statement that shows your commitment to each of our LEGACY standards. These commitments will come full circle and assist you in completing the final activity for The Way We Lead.


Using our ResCare Talent SystemIn addition to The Blueprint, The Way We Lead uses a blend of multimedia. These videos and online training courses are available in our ResCare Talent System (RTS) and must be completed in order. Follow the steps below to access the training in RTS.

1. Visit REACH.rescare.com and select ResCare Talent System at the top of the page.2. Under Learn, select View My Transcript. 3. Locate The Way We Lead on your transcript and choose Take Pre-Test to get started.

NOTE: If you have any issue accessing our ResCare Talent System or any of the content in The Way We Lead, contact the IT Helpdesk at 1 (800) 866-0860, ext. 2111 or email [email protected].

You will see prompts in The Blueprint, like the one below, when you should access RTS and view a particular video or online training course in The Way We Lead curriculum. Try it now by viewing the video introduction to the program.

An Introduction to The Way We LeadThis short video will introduce the importance of our leadership culture and your participation in this program.

Introduction to the ProgramHear from our Chief Human Resources Officer on the importance of our LEGACY values and our leadership culture in this short introductory video.

mailto:[email protected]


Day 1:Leadership

(Be a Servant Leader)Intro to Day 1: Leadership 5 min

Leading Through Inspiration 10 min

Leader Versus Manager 10 min

From the People We Lead: Servant Leadership 5 min

What’s the Purpose? 10 min

GROW for Coaching 10 min

Do What You Say You’ll Do 5 min

Leadership: My Personal Commitment 5 min

Day 1 - Page 8©2018, ResCare Inc. All Rights Reserved.

Intro to Day 1: LeadershipWelcome to Day 1 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the L in LEGACY: Leadership.

Intro to Day 1: LeadershipIn this short video, hear how leaders across the company answered the questions:

1. How do you define servant leadership?2. What do you do every day to serve your team?

Leading Through InspirationIt’s easy to focus solely on getting results, but how you get the results is just as important. Engage in the following online learning module to learn more about:

• The differences between leading through fear and leading through inspiration• The employee experience and your impact on that experience as a leader• Servant leadership• Your ego’s impact on The Way We Lead

Leading Through InspirationThis online course should take approximately 10 minutes to complete. Use the guide below to follow along and take notes.

Leading is not just about getting results, but it’s ____________ you get those results.

What kind of environment did Frank create with his leadership style?

How did Rebecca lead differently?

What three things do employees need to be satisfied with their work?

What is Servant Leadership? How can you practice this every day?

1.2.3.



Leader Versus BossIf someone were to ask, “What’s the difference between a boss and a leader,” how would you respond? It’s a tough question. Bosses and leaders both have the goal of achieving results, but the difference lies in their approach to how they lead. Let’s answer the question by

asking three others.

Are You Counting or Creating Value?First, consider the value your employees bring to your team. Bosses would do this by counting value. This means they spend most of their time trying to quantify the output of their team – sometimes in a way that can reduce the value their employees could potentially offer. This is a common error for a boss. Using unnecessary tools to count output may actually distract employees from the work they should be doing. For example, if you were asked to take 10 minutes every hour to report to your manager what you achieved during that hour, you can see how quickly that distracts from the actual work that adds value to the organization.

Leaders understand this and instead create value. While leaders understand metrics and measures when evaluating their teams, a leader is as much a value-creator as his or her team members. A leader empowers employees to take on new tasks by teaching when necessary, leading by example, and enabling the people he or she leads. A leader says, “I’d like you to handle A while I deal with B.” This is considered action-based leadership and is the true hallmark of a leader.

Do You Create Circles of Power or Circles of Influence?Bosses create circles of power while leaders create circles of influence. Bosses have subordinates, leaders have followers. Are your relationships at work based on your power as boss or are they because of your influence as leader?

Consider the people at work who have come to you for advice. Now, consider how many of those people are outside of your reporting hierarchy. The more that are out of your reporting hierarchy, the more likely it is that you are perceived to be a leader.

Do You Manage Work or Lead People?We can think of a manager as someone who controls a group or set of moving parts to achieve a goal. Think about managing a large project that takes the work of several different team members. A manager coordinates meetings, assigns tasks, and sets deadlines for the members of the project team to keep everyone on track and reach the project’s goal. This, of course, is a necessary part of managing the project, however, it is missing some key components of leadership.

Leadership is the ability of a person to influence, motivate, and enable others. Leaders understand that people are not just cogs in the machine that ultimately produce an outcome. They lead people in a way that produces a better result than if they were simply managed. Leaders help people understand their impact, they empower people to contribute new ideas, and they enable others to convert challenges into opportunities. People are inspired to contribute, not just told to do so.


Let’s take the project team for example. A leader would go beyond manager duties like coordinating and assigning tasks. The leader would ensure that the team had an environment where any obstacles could be brought to the forefront and resolved through creativity and collaborative problem solving. Meetings would be more than check-ins – they would serve as an opportunity to provide input to continuously improve the outcome of the team. Members of the team would understand their role in the bigger picture and feel inspired to meet deadlines and offer ideas. Essentially, influence and inspiration are what separate leaders from managers, not power and control.

ReflectionThink about a time you felt “managed.” What was the situation? How did it affect your work?

Think about a time you worked for a great leader. How did they make you feel? What about their approach made them a leader rather than just a manager or boss?

What are some steps you can take to separate yourself as a great leader?


What’s the Purpose?53%. According to Forbes, this is the number of workers who don’t understand how what they do on a day-to-day basis contributes to improving or growing their company.

This statistic is alarming. As an organization that helps people live their best life, our employees need to be able to identify how what they do every day helps us achieve our mission and vision. In fact, when employees aren’t able to see the direct link between what they do on a daily basis and the bigger picture (why our company exists), this can negatively impact employee engagement, productivity, customer service, and employee satisfaction.

So how do we bridge this gap?

First, as a leader, you need to ensure that you understand our mission and vision so that you can translate these for your team.

Vision StatementThe leading provider of home and community based health services to complex populations to improve outcomes across all stages of life

When you look at our vision, which words or phrases strike you as most important?

How does your role help drive our vision?

From the People We Lead: Servant LeadershipThroughout The Way We Lead, you will be hearing directly from the people we lead. Listen closely as team members share the impact leadership has had on them throughout their tenure with the company.

From the People We Lead: Servant LeadershipIn this short video, hear how employees across the organization answered the questions:

1. How does your leader inspire you?2. How does your leader inspire your team?


Sometimes it can be difficult to connect what you do on a daily basis back to our mission. Between running reports, managing schedules, attending meetings, and coaching people, it’s easy to lose sight of the big picture. But take a moment – think about how your role supports this mission.

Our MissionMaking a difference

in people’s lives and communities

Whether you directly support the people we serve or you support those care providers working on the frontlines, your role is integral to the company’s success. Take a moment to think about how what you do every day contributes to your department’s goals and how those goals support the execution of our mission.

How does my role support the goals of my department or line of business?

How does my department or line of business fit into the mission and vision of our company?

Now that you’ve had a chance to think about how your role supports the mission and vision of our organization, it’s time to take this a step further. Think about your team. How do your direct reports help you achieve these departmental goals? How can you help them realize and appreciate what they do on a daily basis to support our vision and mission?

Check out the next page for tips on how to help your team connect what they do everyday to our company vision and mission!


Helping Your Team See the Big PictureFirst, share our vision and mission. Take the time to communicate our company vision and mission so that each of your team members gain an understanding of the role they play in helping the company achieve these.

Second, don’t stop at the top. Be transparent about company performance and goals. Share as much information as you can with your team. Your direct reports will trust you (and the company as a whole) when they feel you are being open and honest with them.

Third, make the discussions ongoing. Look for opportunities, whether it be during team outings, meetings, or check-ins, to recognize how your team members’ contributions are helping our organization achieve its mission and vision.

Fourth, help your team see the connection. Look for ways to help your team connect their daily activities to the company’s bottom line. Thank them for what they do and connect this back to why we are all here.

It’s critical that everyone in the organization understand the big picture. It is human nature that we need to understand the “why” behind something to be motivated to act on it. Taking the time to explain the “why” will not only set you and your team up for success, but will also help set our company up for continued success into the future.

How will you help your team see how they contribute to the big picture?


GROW for CoachingIt’s easy to simply tell someone what to do to improve their performance or make a decision. However, taking the time to ask questions, explore options, and reflect on a decision is a more meaningful and powerful way of helping your team members grow. Engage in the following module to learn more about:

• What coaching is and what coaching is not• The GROW coaching model• How to prepare for, conduct, and follow up on coaching meetings

GROW for CoachingThis online course should take approximately 10 minutes to complete. Use the guide below and on the next page to follow along and take notes.

What It Means… What You Ask…

Coaching Is… Coaching Is NOT…


For Coaching

Before the Coaching Session

During the Coaching Session

Coaching Session Outputs

›››››

You will see prompts in The Blueprint, like the one below, when you should access RTS and download a supplemental resource in The Way We Lead curriculum. Try it now by downloading the GROW for Coaching Worksheet to help prepare you for your next coaching session!

?


Do What You Say You’ll Do

Leading with

Integrity

Leading with

Honor

The Way We Lead

Part of The Way We Lead includes leading with integrity – being able to deliver on promises and communicating when you need to adjust a deliverable. One of the biggest complaints against management is delivering false promises. While you want to do right by your team and

your peers, it’s important to set realistic expectations.

Leading with honor is also part of The Way We Lead. When you lead with honor, you aim for honesty as your foundation. Leading with honor means being honest with yourself about your strengths and opportunities, and then seeking out development to improve yourself. It also includes striving to develop teams of varying skill levels and experiences so everyone can learn from each other and grow. Leading with honor also includes communicating a clear and consistent message to your team and peers and setting realistic goals.

What’s Your Code?In order to lead effectively, it’s important to remember LEGACY, which is our code of honor. Let’s reflect on what it means to live LEGACY every day.

How can you lead your team with integrity and honor?

As a leader, I will do the following:

I will inspire my team by

I will embody a servant leadership style and serve my team by

I will help my direct reports connect to the bigger picture by

I will develop my direct reports by

I will do what I say I’m going to do by


Now it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership role. How will you commit to servant leadership, to the L in LEGACY?

LEADERSHIP: My Personal Commitment


Additional ResourcesLead Simply by Sam Parker (2012) discusses a 3-step framework focused on leadership: Model, Connect, and Involve.

My Notes



Day 2:Environment

(People-Focused Environment)

Intro to Day 2: Environment 5 min

Taking Time With Your People 5 min

Being Approachable 5 min

Meeting People Where They Are 5 min

From the People We Lead: Recognition 5 min

Recognition: What’s the Big Deal? 10 min

It’s All About the Team 10 min

Environment: My Personal Commitment 5 min


Intro to Day 2: EnvironmentWelcome to Day 2 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the E in LEGACY: Environment.

Intro to Day 2: EnvironmentIn this short video, hear how leaders across the company answered the questions:

1. How have you shaped your team environment?2. How do you recognize and reward your people?

Taking Time With Your People Beyond Business TransactionsThe TruthAccording to research around employee engagement, employees who identify their managers as open and approachable are 60% more likely to be engaged on the job compared

to employees with managers who are not open and approachable. So what does that mean for you? This module focuses on gaining a better understanding of what approachability is, the importance of embodying this characteristic, and how your power as a leader plays a role. You’ll also receive practical tips on how you can be more approachable.

What is Approachability?Approachability is a highly visible personal trait. A leader is considered approachable when he or she is accessible, creates a welcoming environment, and is friendly. People feel safe bringing up an issue or sharing their feedback with you. When they see you, they smile; they don’t look down or away to avoid eye contact. Others feel they can be open and candid in their conversations with you. They’re not afraid to ask questions or push back on requests, because they know you are open to their ideas and contributions. Being approachable lets your team know that you are present, open to communication, and committed to making connections and building relationships.

Understanding the WhyKeeping your office door closed on a regular basis can signify you’re closed-off from your team and wish to stay that way. Research has shown that employees tend to get behind leaders they are comfortable with, who express genuine interest in the team (outside of the bottom line), and who are present and available. So being present, available and approachable is important! One way to do this is by creating an open-door policy and allowing yourself to be visible to your team, as well as your peers. This will make for a more cohesive, connected team and organization.

Share the Wealth!An approachable and visible leader embraces knowledge-sharing as opposed to holding their personal scorecard close to the vest. These leaders share their resources and focus on increasing the knowledge of their entire team as opposed to acting as a gatekeeper; they’re transparent. We’ve all heard the saying, “knowledge is power.” Great leaders understand this, and share their knowledge, therefore spreading that power across their team members. When leaders avoid hoarding information and spread their power, whether through transparency or delegation, they encourage everyone to be in the know and create team involvement.


The Impact of PowerWithin the workplace there can be significant power distance between management roles and team members. This means that your team views you as a leader, the head of the group. However, with power comes responsibility. Not only should you lead your team effectively but you should also do so with an approachable mindset – be receptive to your team, listen with intent, and be available.

While there is a figurative line drawn in the sand between leaders and team members, leaders should guide their team and be cognizant of non-verbal cues. Posture, the ability to make and maintain eye contact, and the use of gestures are all forms of non-verbal communication cues. Being approachable is not just about talking with your team, but it’s also the way you talk with them.

What does approachability mean to you?

What are some ways that you can be more approachable with your team?

12 Tips to Being More Approachable

Be visible and allow your team to connect with you face-to-face

Listen with intent and paraphrase what the person is saying

Consider suggestions rather than just saying “no” – greenhouse ideas

Build relationships by reaching out to others outside your department

Smile, it’s contagious

Take an active interest in your team and understand their personal goals through 1:1s

Create an open-door policy to allow your team and others to connect with you

Be engaging by speaking confidently

Promote good energy by avoiding negative thoughts

Be authentic by sharing your experiences

Recognize others for the work they do by filling out a LEGACY card

Maintain the focus on others (not on yourself) by discussing group-wins

There are simple yet effective things you can do to make sure you’re being approachable with your team and colleagues. Try a few of these tips over the next several days and reflect on the impact this had on you and your team:


An essential component of creating a people-focused environment is being visible and available to your team. Leaders must not only keep their doors and lines of communication open, but also proactively meet team members where they are. You may have heard of this as MBWA

(Management by Walking Around). This active engagement in your team’s environment will ensure that any obstacles or challenges they may be facing are addressed sooner rather than later.

What Changed?In August 2017, leaders across Residential Services stepped up their game and began forming teams of certified site reviewers in every operation. These teams now ensure that every home is visited at least two times per month by a member of the management team. These frequent site visits have the purpose of engaging our direct support professionals (DSPs) more often, and the site reviewers are meeting DSPs where they are, in their direct environment. And it’s making a difference.

The ImpactSite reviews have led to higher quality services for the people we support. Since the site review teams were formed, more than 4500 site reviews have been completed per month, and the average score for these reviews have been steadily increasing. Plans to improve quality have also been noted as part of the reviews; like in Atlanta, where the site reviewer discovered that there were too many processed food items in the home. The reviewer worked with the Program Manager to purchase a cookbook and provide training to cook healthier meals.

Our culture of recognition is also a major component of these reviews. Visits to a home are an opportunity to recognize the amazing work of our direct care staff. At a home in California, staff were recognized for both the improvements to the appearance of the home and for the compassionate one-on-one care they provided to a person with self-injurious behavior. Another review of a location in California occurred when a parent was present at the home. The reviewer had the opportunity to accept the mother’s gratitude for the love and care her son was receiving. In Arizona, DSPs were recognized for taking great pride in the home and, with the assistance of the people supported, making sure Christmas decorations were displayed, both inside and out!

These visits have also given DSPs the opportunity to share their ideas with leadership and implement creative solutions to improve the quality of support they provide. For example, in Arizona, a DSP supports a group of males who love to fish. But, there was no way for them to transport their fishing poles with the vehicle available to them at the home. Working with leadership during a site review, they were able to ensure that a company van would be available to help them get their supplies to and from their favorite fishing hole.

Meeting our teams where they are has a multitude of benefits, whether that be in the homes or offices they work in. That’s why it is an essential part of The Way We Lead.

What are some ways you can meet people where they are in your role?

Meeting People Where They Are – A Case Study



Recognition: What’s the Big Deal?Did you know that recognition is one of the easiest and most low-cost, impactful tools you have available in your leader toolbox? Recognition is often a secondary thought for leaders, as we manage day-to-day activities and drive results for our teams. But research shows that

recognition from leaders directly impacts employee morale and engagement, leading to more engaged, loyal, and happy team members. In fact, in a recent survey, 70% of employees who received appreciation from their leaders said they’re happy with their jobs. However, for employees who hadn't received recognition, only 39% said they were satisfied at work. That’s a big difference!

The research also shows that the frequency of recognition plays a huge role in employee satisfaction. For employees who were recognized for great work within the last month, 80% felt fulfilled at work. That number declines sharply with time, as you can see in the chart below.

4256

69 71 75 80

0

20

40

60

80

100

2 years ormore

1 to 2 yearsago

6 to 12months ago

3 to 6months ago

1 to 3months ago

Within thelast month

Perc

ent O

f Em

ploy

ees W

ho S

ayTh

ey're

Sat

isfie

d W

ith T

heir

Jobs

When Praise Was Last Received

IMPACT OF RECOGNITION FREQUENCY ON EMPLOYEE SATISFACTION

It’s pretty clear that recognition is vital to employee satisfaction, and the frequency of recognition is even more important. But how does this translate to enterprise-wide results?

Research shows that the power of recognition to impact employee engagement and employee satisfaction leads to higher organizational performance, as well as higher retention rates. In fact, companies that rank high in building a “recognition-rich culture” have 31% lower voluntary turnover rates compared to those that don’t promote recognition throughout the ranks. Wow!

So now let’s talk about how you can create a recognition-rich culture for your employees.

From the People We Lead: RecognitionTaking the time to thank someone for a job well done may be more impactful than you think. We tapped our most valuable resource, our employees, to hear how important recognition is to them.

From the People We Lead: RecognitionIn this short video, hear how team members across the company answered the questions:

1. How does your leader recognize you and your team?2. How does that recognition make you feel?


Make Recognition SpecificRecognition is most meaningful when it is tied to specific behaviors that help the team or organization achieve its goals. A generic “thank you” just isn’t as impactful as tying the recognition to a specific behavior or action. For example, consider the following:

“Thank you Sally for all your hard work this month.”“Thank you Sally for motivating your team to work together and getting in the trenches

alongside them to hit our goal for this month. Not only did we exceed our goal because of your actions, but you also demonstrated The Way We Lead and built moraleon your team.”

Which would be more meaningful to you?

Make Recognition PersonalIt’s important to understand how your team members want to be recognized, because each individual is unique. Maybe you have an introverted employee who would prefer a handwritten note over an all-employee email blast. Or maybe you have a team member who is vying for an upcoming promotion, and visibility of their recognition will help them with key stakeholders. Either way, catering recognition to your team members will make it more impactful.

But you won’t always know how your employees prefer to be recognized. The solution here is simple – ask them! Download the Employee RecognitionProfile to learn more about your people and how they want to be thankedfor a job well done.

Make Recognition EasyThe easier it is to recognize someone, the more it will be done. This rule applies to both you as a leader, and to those on your team. Some ways you can make recognition easy is by:

• Keeping completed Employee Recognition Profiles on hand for reference• Making LEGACY and STARS cards available and visible• Blocking 5 minutes at the beginning of team meetings and 1:1s for recognition• Opening up the floor so that team members have the opportunity to thank each other

Make Recognition Frequent & SocialIt’s only through consistent praise and positive feedback that you can create a recognition-rich culture. First, lead by example – don’t be afraid to tell a team member they’ve done a good job. Second, implement peer-to-peer recognition opportunities. This provides a way for employees to give each other shout outs. Research has found that peers are the top driver of satisfaction in the workplace, so employees hearing praise from their coworkers has clear value. It also leads to a team that feels more cohesive and works better together.

Make Recognition FunMake a big deal out of recognition. Your team will find it more fun if you gamify recognition, making it into a contest. Keep the competition friendly and the rewards small. Bring in treats after a big deadline is met, to celebrate a team member’s birthday or workversary, or on a random day just to show your appreciation.

While it’s important that you get to know each member of your team, it’s just as important that, as a leader, you facilitate ways for them to get to know each other, too. How well your team works together is a direct reflection of your success as a leader. You play an active role in

team building.

As a leader, you should allow your team the time to network with each other. Arrange team events that will allow your team to chat about things outside of work, get to know one another, and have fun! For people to work together successfully, their relationships need more than just day-to-day business transactions. Social events can help build trust and empathy on the team, which will help prevent potential conflict. For example, if John is just the guy who sends a report out on Monday, then it’s easy to get frustrated when the report doesn’t show up. But, if we know that John just had his first daughter two months ago and she has been colicky for several weeks, we might call and check on him before we assume he’s just slacking off on the job.

Next, challenging your team to collaborate and share their ideas with each other will lead to better outcomes overall. There is a saying that a group is smarter than the smartest person in it. Don’t allow your team members to self-silo their work. Challenge yourself as a leader to find ways that people can work together. For example, Mary may be great in Excel and may work her magic for anyone that asks her for help. Jack is an excellent presenter and great at explaining things so that people can understand them. Maybe Mary and Jack can work together on preparing an hour of Excel training for the team so they don’t have to come to Mary every time they have an issue.

Finally, while you should be recognizing all the achievements and hard work of your team, you should also be opening up ways for your team to recognize each other. As we just talked about, peer-to-peer recognition is often viewed as even more impactful than recognition from leaders. Use that to your advantage! Put peer-to-peer recognition on display for everyone to see and encourage everyone on the team to participate. LEGACY recognition cards are a great way to allow your team to pass tokens of recognition to each other. Make sure everyone has a stockpile of cards and a place to show them off!

Building Your TeamThe effectiveness of the team you lead directly reflects your effectiveness as a leader. Building a strong, trusting, people-focused environment takes intentionality on your part. There are three key ways to build strong, working relationships on your team:

• Arrange team networking events• Challenge the team to collaborate and work together• Open up avenues for peer-to-peer recognition

Use the space on the next page to write down a few specific ways that you will use these three strategies to build your team.


It’s All About the Team

Team Networking Events

Team Collaboration Challenges

Peer-to-Peer Recognition


ENVIRONMENT: My Personal Commitment


I will take time with my team beyond business transactions by

I will be visible to my team and peers by

I will recognize my team and others by

I will build team comradery by


Now it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership role. How will you commit to creating a people-focused environment, to the E in LEGACY?

Day 2 - Page 30


Additional ResourcesThe Energy Bus by Jon Gordon (2007) focuses on 10 rules to follow in order to promote positivity in and our of the workplace.

The Secret by Ken Blanchard & Mark Miller (2014) showcase the true definition of leadership and what it means to serve your employees and your organization.

My Notes



Day 3:Get Going!

(Know Your Business)

Intro to Day 3: Get Going! 5 min

Building Your Business Pipeline 10 min

Accountability of Self 15 min

The Accountability Equation 5 min

Accountability of Others 5 min

My Accountability Plan 5 min

Get Going!: My Personal Commitment 5 min

You’ve just listened to what leaders are doing in our organization to better understand their LOBs. We all know that building relationships outside your department can be tough. You might start asking, “How do I know who to reach out to?” or “Do I reach out for my benefit or theirs?”

As the leaders in the Get Going! video know, there is an art to building your business pipeline and it starts with connecting – connecting with those on your team first, and then branching out to others in surrounding departments. Making connections outside of your department does two things for you: solidifies your name in the game and allows you to develop a network within the organization.

Building your business pipeline is like sending out live LinkedIn requests. You make the effort to connect with individuals on their terms, letting them know who you are, what projects you’re working on for the organization, and ideate how you might be able to collaborate in the future. Don’t forget to ask about them – building relationships across functions is not just for a self-serving purpose. So get up, get out, and meet people!

What’s the Value of Breaking Down Silos?Well, for starters, it’s a great way to create exposure for you and your team! Building relationships outside of your department or function helps to shed light on the work you’re doing every day, whether that’s closing a deal with a vendor or developing training materials for individuals in the field. So what’s important to remember about building these cross-functional relationships? Well, in order to build any kind of relationship, creating a bond of trust between you and the other person is a high priority.

In the workplace, think of trust as the pillar of relationship building. You must build a pillar of trust with yourself, your direct reports, your peers, and with the organization as a whole. First, build trust with yourself (give yourself a little pep talk!), and then branch out to your direct reports, peers, and others. Seeing your team and peers as individuals, not just position-holders, will be easier when trying to make that connection. We know that many times, workplace relationships are derived out of need, like the need to connect with a collaborator on a project. But it’s important that you go a step further and establish relationships based on respect, openness, and trust. By connecting with those around you and not just your direct reports, you are establishing an open line of communication that is built on a solid foundation of trust. This step is critical, because without trust, relationships will crumble.

Take a moment and jot down several ways you can begin building trust with yourself and throughout the organization.


Intro to Day 3: Get Going!Welcome to Day 3 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the G in LEGACY: Get Going!

Intro to Day 3: Get Going! In this short video, hear how leaders across the company answered the questions:

1. How do you learn more about our business?2. How do you balance everything that needs to get done?

Building Your Business Pipeline

PEERSDIRECT REPORTS

ORGANIZATION

YOURSELF

The ChallengeThe challenge with building business relationships lies in maintaining them. While it’s important to create that first touchpoint, it’s equally as important to reconnect, and often. So many individuals complete the initial meet and greet but forget to reconnect. This causes you to lose sight of who you’ve connected with and what you’ve connected on, resulting in lost opportunities for you and the organization. Use the acronym CMC (Connect – Maintain – Collaborate) to remember the importance of connecting with individuals, maintaining that relationship, and identifying ongoing ways to collaborate.

Tips for Building Better RelationshipsThe American Management Association (AMA) suggests thirteen different ways individuals can buildbetter relationships in the workplace. These may seem like simple tasks, but they are often overlooked.Try using some of these today!

Action PlanCreating cross-functional relationships can be overwhelming. Who should you connect with? How do you connect? What questions do you ask? The #1 rule of relationship building is to be honest and genuine;don’t be fake.

Start by making a list of all the individuals within your company you’d liketo meet with. Then, identify and write down what you can do to help them. In the next week, plan to meet with at least one individual on your list. Download and use the Conversation Guide to assist you in your meeting(s).

Remember, part of connecting cross-functionally is seeing each other as true partners and collaborators; it’s not always about what they can do for you, but what you can do for each other!


Think before confronting – prepare for conversations by identifying talking points

Dial back assumptions – obtain the facts first

Understand the organizational culture by learning more about your business

Stop trying to fix everything

Avoid difficult situations by keeping a positive mindset

Communicate with intention

Stop interrupting

Observe with interest

Explain the “why”

Expand your knowledge base by identifying the trends in the organization

Identify your stressors and what you can do to cope

Don’t data dump – be thoughtful with communication

Do what you say you’ll do

Accountability of SelfThis online course should take approximately 15 minutes to complete. Use the guide below to follow along and take notes.

Accountability of SelfTrue leaders lead by example – when they say they’re going to do something, they follow through on that commitment. A big part of this involves personal accountability. Engage in the following online learning module to learn more about:

• Personal accountability• Ways you can hold yourself accountable to your direct reports, leaders, and the organization• The importance of lists for organizing and prioritizing tasks• How to apply Think-Plan-Do-Review to your work

What is Personal Accountability?Personal accountability is…

How Do I Hold Myself Accountable?

With My Direct Reports

With My Leaders

With The Organization


1.2.

Working SmartStep 1. Know what you are trying to tackle – create a Weekly Top 5 and a Daily Top 5.

Step 2. Prioritize your tasks using the ________________.

Fill in the four types of tasks on the grid.

Think-Plan-Do-ReviewAs you approach your projects and tasks, keep in mind the Think-Plan-Do-Review model. This model will help you organize your thoughts, create a plan for moving forward, complete the project, and then review and adjust as necessary.


Thinkstop and assess the

current situation

•What are my metrics?•Who are my people?•What are my processes?

•What are my options?•Where do I have opportunities?

Planset goals and define

way forward

•Set goals, based on your assessment of the current situation

•Define strategies to meet your goals

•Create schedules, checklists, and action plans to achieve the goals

•Identify owners for tasks and hold them accountable

Dodrive action and execute

the plans

•Drive action and execute the plans you put in place

•Conduct daily stand up meetings and regular check-ins

•Send daily or weekly updates to keep everyone on track

Reviewreview your progress and adjust as needed

•Circle back and make sure the plans or processes put into place are being done

•Hold people accountable

•Adjust goals and plans as needed, ensuring they remain aligned to overall business strategy

Effort

Impa

ct

Download the Top 5 Planning Worksheet and

the Action Priority Matrix to list out and then

prioritize your tasks!

Bank:Quick WinsMajor ProjectsFill InsThankless Tasks

The second part of the accountability equation is others. Having personal accountability is separate from holding others accountable. To hold someone else accountable means you are making them responsible for their actions, their interactions, and the fulfillment of workplace

requirements. As a leader, you should hold your team accountable to the immediate team and to the organization.

What Affects Accountability of Others?Holding others accountable includes setting realistic expectations to achieve shared goals and delivering on promises made. How can you hold someone accountable if they’re not fully aware of the deadlines and expectations? Provide as much detail as you can around a project or task so that others feel they have a clear understanding of what they’re working toward.

Not having a clear picture of your team’s strengths and areas of opportunity can diminish your ability to hold your team and peers accountable. Understanding the individuals you work with on a daily basis helps you create project plans and ensure you have the right people with the right skill sets on each project. It’s important to get to know your team and peers to make that connection early on.

After clarifying expectations and ensuring you have the right people in place to succeed, you now have to follow through on holding your team accountable. Think about it – if there are no consequences to actions, how can someone be held accountable? We don’t want to promote a culture that lacks accountability, but rather a culture that inspires team members to confidently make commitments and follow through on the promises they made. Holding feedback sessions and consistently monitoring progress towards goals, via stand up meetings and report outs, will decrease the opportunity for things to fall through the cracks and ultimately create a culture of accountability.

Don’t forget there are organization-wide tools and resources designed to highlight performance and identify areas of opportunities. A Performance Improvement Plan (PIP) is one such tool that allows the opportunity for 1:1 feedback sessions, progress check-ins, and development plans. Positive reinforcement can also help to promote accountability. Shift your focus to recognizing efforts of employees for a job well done and then highlight areas of opportunity. By focusing your attention in this manner, you’ll achieve the goal of accountability, while doing so in a positive way. The Way We Lead provides you with two additional resources to pull from: GROW for Coaching and the SBI Model (Empowering Feedback).

As we strive to provide the skills and experiences necessary to help individuals live their best life, we cannot afford to have empty promises. Remember, leadership is comprised of accountability -accountability of yourself as well as others. So reflect on the wins and identify areas of opportunities. Connect with your team and call out (recognize) those wins. Hold others accountable by discussing opportunities, upcoming deadlines, and the deliverables both you and they have promised.


The Accountability Equation

Accountability of Self

Accountability of Others

Responsible Leadership

My Accountability PlanHolding others accountable is challenging, but it helps to have a plan in place. Now that you’ve read about holding others accountable and watched the video of leaders speaking to accountability and the challenges that come along with it, how can you hold others accountable?

List three ways that you can hold your peers accountable.

List three ways that you can hold your direct reports accountable.


1.

2.

3.

Accountability of OthersHolding others accountable can be tough, but there are some steps you can take to ensure your team and peers are accountable for the work they’re assigned. We tapped leaders across the organization to hear how they hold others accountable, whether it’s their peers or their direct reports.

Accountability of OthersIn this short video, hear how leaders across the company answered the question:

1. How do you hold others accountable?

1.

2.

3.


I will build cross-functional relationships by

I will stay organized by

I will work smart by

I will hold myself accountable by

I will hold others accountable by

GET GOING!: My Personal Commitment


Now it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership role. How will you commit to get going, to the G in LEGACY?


Additional ResourcesWho Moved My Cheese by Spencer Johnson (1998) discusses the impact changes have on you, as a individual, and how to think about change differently.

Turn the Ship Around by L. David Maruquet (2013) showcases the transition from follower to leader using real-life examples that individuals can connect with.

My Notes



Day 4:Attitude(See the Possibilities)

Intro to Day 4: Attitude 5 min

Seeing the Possibilities 10 min

What Causes You Stress? 5 min

Be a Champion of Change 10 min

No Buts Allowed 10 min

Attitude: My Personal Commitment 5 min


Intro to Day 4: AttitudeWelcome to Day 4 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the A in LEGACY: Attitude.

Intro to Day 4: AttitudeIn this short video, hear how leaders across the company answered the questions:

1. How do you keep a positive attitude in the midst of workplace challenges?2. How do you keep your team motivated?3. What advice would you give others on challenging the status quo?

Seeing the PossibilitiesThis online course should take approximately 10 minutes to complete. Use the guide below to follow along and take notes.

Seeing the PossibilitiesYour attitude is an important part of the way you lead. When you lead positively, you engage others around you, from your direct reports, to your peers and colleagues. Engage in the following online learning module to learn more about:

• How your attitude plays a role in leading your team• Recognizing non-verbal cues• Identifying ways to lead with a positive attitude

List three words to describe your attitude during challenging situations.

What are non-verbal cues and how can they affect you and your team?

List several ways you can lead more positively in our organization.

Your team’s attitude reflects _____________________, so be thoughtful and intentional with your words and actions.

1.2.3.


What Causes You Stress?We all know that employees, no matter the level, feel the strain of meeting workplace demands and expectations. In addition to expectations and increased responsibility, the American Psychological Association (APA) also sites compensation and lack of career progression as

stressors. So how do you minimize the stress? The APA suggests five different ways to cope with stress.

Strategies to Cope with Workplace Stress

What other ways might you cope with workplace stress?

Download the Identifying Your Stressors worksheet to identify and targetyour workplace stressors.

JournalIt’s important to take stock of situations that cause you stress. A journal entry is a great way to track your thoughts, feelings, and reactions (both physical and emotional) to these situations.

Support

Knowing when to ask for help in stressful situations is key. Take a look at your task list for the day, week, or month. Are you overwhelmed? Reach out to your leader to make sure you understand the priority level for each task, and then determine what can be delegated.

Be HealthyStress can sometimes lead you to adopt bad habits – don’t do it! You should be developing positive, healthy responses to your stressful situations. We’re not just talking about food habits, there’s also sleeping and technology habits to consider.

Balance

All things in moderation, right? We’ve all heard it but very few of us actually practice this. There’s always one more thing to do at the end of the day, but if that one thing tips you over the stress scale, rework your schedule so you can finish the project or task tomorrow. Prioritization helps!

Relax

Relaxation – it’s hard to come by but it can truly aid in your stress management. Relaxing doesn’t have to mean sitting on the couch or taking a day off. It could be as simple as taking 15 minutes in the morning to positively reflect on the day before and set your intention for the day ahead. A little pep-talk can go a long way!

Also, don’t forget about our Employee Assistance Program (EAP)! This program is designed to help you navigate stressful situations, whether they’re medical, personal, and/or work-related. Contact the EAP at: 1.800.227.1060 (TTY: 1.800.327.0801)


Be a Champion of Change Change is inevitable – in life and in the workplace. Yet it’s human nature to resist change. Change makes us uncomfortable because we worry how the change may affect our security and wellbeing. We may wonder: Will this new team lead to my position being eliminated? Will

this change in leadership affect my role in the organization? Will I be able to adapt to the new technology? What happens if I fail?

Many of us imagine the worst case scenario when it comes to a change outside of our control. The reality is that we naturally fear what we don’t know. And because we struggle to imagine a future state on the other side of a change, we cling to the known rather than embrace the unknown.

Your team members will inevitably face these questions, discomfort, and uneasiness as well. Because of that, it’s important for you be a champion of change. The way you lead will significantly impact how receptive your team will be to workplace changes they face.

Your Expectations Can Reduce Employee ResistanceAs a leader, you are responsible for helping your team members understand and accept organizational changes. When a change is introduced, whether it’s a change in team dynamics, technology, management, or physical location, no employee is left unaffected. Because of this, you can be certain that you’ll face natural resistance from your team.

However, the way you introduce the change can make a huge difference in how easily your employees overcome the human instinct to resist change. When introducing change, do so by setting expectations. If your team understands that you expect them to cooperate, make the best of the situation, and approach the change positively, then you’re off to a great start. The actions you take, the standards you set, and the attitude you display largely impact how well your team will acclimate to the change.

The Impact of Communication and Participative Decision MakingThe most important thing you can do to help your team cope with change is to open lines of communication and be transparent. When employees are given the opportunity to openly discuss and provide input about a change initiative, they begin to own the initiative, which creates buy-in. This will look different for different team members.

For example, an enterprise-wide change effort is typically determined by senior leadership – these employees and their teams will assess the need for change, explore options, and ultimately make a decision. For teams in the field, their input will most likely center around how to implement the change at a specific operation. Whichever team you lead, offer them the opportunity to talk about the change and provide input for the pieces of the change that you do have the power to influence.


Tips for Change ManagementUse the following tips to manage resistance to change and gain buy-in from your team. Remember, your attitude can make or break the success of a change initiative.

Think of an upcoming change your team is facing. This may be a change in process, technology, physical space, team makeup, or leadership.

Using the tips above, how will you help your team approach this change with a positive attitude?

What can you do proactively to help mitigate the natural resistance from your team?

•Whether you agree with the change or not, get behind the decision that has been made

Get on Board

•Take responsibility for implementing the change within your team

Own the Change

•Understand that resistance to change is minimized if you’ve created a trusting, employee-oriented, supportive work environment prior to the change

Create a Positive Environment

•Be open, honest, and authentic•How you communicate the change is just as important as the change itself

Communicate the Change

•Help your team members answer the question, “What’s in it for me?”

Uncover the WIIFM

•Listen deeply and empathetically to your employees•Never minimize a team member’s response to even the most simple change

Listen Empathetically

•Give your team members control over any aspect of the change that they can manage

Empower Your Team


No Buts AllowedWhen new, unexpected challenges inevitably arise, they can have a major impact on our attitude. All the steps we’ve taken to stay positive and bring our best selves to work that day fly out the window, and we’re left feeling frustrated, overwhelmed, and negative. It’s

understandable, but remember, a leader can turn these challenges into opportunities.

Your Team is Your StrengthAs a leader, you don’t have to face challenges alone. Any challenge can be addressed by seeing the possibilities, and with the help of your team, you can turn these challenges into opportunities for team building, team development, and continuous improvement for our organization. The saying goes: A group is smarter than the smartest person in it. As a leader, it’s essential to leverage the talent of the people you lead, along with the talented people across our organization, to overcome obstacles, tear down barriers, and find solutions to some of our toughest challenges.

Greenhouse IdeasWhen leading your team through challenges, new ideas and creative thinking are essential. A negative attitude shuts down this process for both you and your team. Think of problem solving sessions with your team like a greenhouse – a place where ideas are nurtured and grown, not stifled or pruned too early.

The best way to make this happen is to have sessions where there are no buts allowed. How often do we hear in problem solving sessions someone say something like, “Yeah, but we can’t...” or, “That’s a great idea, but there’s no way they will...”? No one likes to hear why their input isn’t a possibility or just won’t work. By putting the No Buts rule into place (and enforcing it), you’ll quickly see people more apt to share new, creative ideas. It shifts the group mentality from a place focused on “why we can’t” to “how we can.”

Give Ideas SUNIn addition to the No Buts rule, ideas should be allowed to grow and develop among the team. You can encourage that growth by giving ideas SUN.

• Suspend Judgement – Avoid the mistake of making assumptions about how ideas will progress or judging out-of-the-box thinking too early. Keep an open mind and remove fear and trepidation for the group. Encourage people to share their thoughts openly.

• Understand – Ask questions that help people think creatively but critically. How can we do it? What are the benefits of this approach? How would this help drive our strategy and vision? Does this solve our problem? Just remember, questions should drive problem solving, not shut down creativity.

• Nurture – Let ideas live and grow. Capture everything that is contributed on a white board, flip chart, or a wall of post-it notes so that nothing is lost, but, instead, given equal opportunity to thrive. Find common threads and consolidate ideas where appropriate to create new, stronger, more viable solutions.

Often, when given SUN, ideas that may have seemed out of reach will grow into a thriving, collaborative solution that will help your team face the challenge head-on with confidence and a positive, optimistic attitude.


Practice SessionIn the next few days, pick a challenge your team is facing. Identify talented individuals on your team and, if necessary, from other teams. Pull this talent together and host a No Buts Allowed session to problem solve and tackle the challenge.

Make sure you are prepared for the session with flip charts, post-it notes, or other way to capture ideas. Set the ground rule that there are “No Buts Allowed!” Give ideas SUN throughout the session and make sure everyone has an opportunity to share their thoughts.

After the session, come back here and record what happened.

What was the challenge you identified?

Who participated in your No Buts Allowed session?

What were some of the ideas that were shared?

Did you notice a difference in participation or engagement? How so?

What was challenging about the No Buts Allowed session?

What went well?

Did you decide on the way forward? If so, what was it? If not, why not and what are your next steps?


I will lead with a positive attitude by

I will work to decrease my stressors by

I will manage change effectively by

I will foster creative solutions to workplace challenges by


ATTITUDE: My Personal CommitmentNow it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership role. How will you commit to attitude, to the A in LEGACY?


Additional ResourcesThe Fred Factor by Mark Sanborn (2004) provides and opportunity for everyone to be extraordinary. Mark shares personal stories that individuals can align themselves to, creating The Fred Factor.

Focus by Daniel Goleman (2013) sheds light on attention being a hidden driver of excellence. He suggests three areas of focused attention to bring great results: inner, outer and other.

The International Positive Psychology Association promotes both individual and team well-being. Take a look at their site for more information!

My Notes

http://www.ippanetwork.org/

http://www.ippanetwork.org/



Day 5:Communication

(Everyone in the Know)

Intro to Day 5: Communication 5 min

What’s Your Style? 10 min

Customized Communication 10 min

Empowering Feedback 10 min

GROW for Meetings 10 min

Communication: My Personal Commitment 5 min


Intro to Day 5: CommunicationWelcome to Day 5 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the C in LEGACY: Communication.

Intro to Day 5: CommunicationIn this short video, hear how leaders across the company answered the questions:

1. What is the key to effective communication?2. How do you stay connected to your team?

What’s Your Style?Below are pairs of attributes that indicate your preferred communication style. For each pair, make a choice between A or B, and circle whichever best describes how you see yourself. There are no right or wrong answers, but you must answer each question.

Does A or B describe you best?

Attributes

A. outgoing and sociableB. strong and forceful B A

A. physically activeB. mentally active A B

A. casual and friendlyB. conventional and thorough A B

A. creative and artisticB. precise and systematic B A

A. adaptable and cooperativeB. respectful and thoughtful A B

A. orderly and consistentB. assertive and strong B A

A. active and busyB. knowledgeable and discriminating A B

A. accurate and detail-mindedB. imaginative and inventive A B

A. direct and straightforwardB. particular and exact A B

A. non-conformist and inwardB. group-oriented and outward B A

A. efficient and soundB. easy-going and considerate A B

A. congenial, talkativeB. action-oriented, goal-directed B A

PAGE 1 TOTAL (number of circles in each column; it doesn’t matter if it is an A or a B)


Attributes

A. likeable and good-naturedB. independent and self-reliant A B

A. caring and kindB. well-balanced, organized B A

A. cautious and restrainedB. active and energetic B A

A. firm and courageousB. aware and alert B A

A. gentle and considerateB. concerned and involved B A

A. hard-working, task-orientedB. fair, well-balanced A B

A. sociable and well-meaningB. traditional and correct A B

A. decisive, leaderB. calm, reflective A B

A. reliable and stableB. positive and cheerful B A

A. giving and self-sacrificingB. orderly and precise B A

A. factual and accurateB. quick and straightforward B A

A. concrete and realB. congenial and sociable A B

A. logical and unemotionalB. sensitive and intuitive A B

A. plan ahead, detail-orientedB. enjoy meeting new people B A

A. enjoy one-on-one communicationB. enjoy group gathering B A

A. realistic and down-to-earthB. influential and convincing A B

A. creative and open-mindedB. careful, concerned about security A B

A. cheerful and warmB. deep and principled A B

A. risk-taker and truthfulB. pleasant and mild-mannered A B

A. energetic and spontaneousB. quiet and imaginative A B

PAGE 2 TOTAL (number of circles in each column; it doesn’t matter if it is an A or a B)


Totals

PAGE 1 TOTAL (write in your tallied numbers from page 1)

PAGE 2 TOTAL (write in your tallied numbers from page 2)

OVERALL TOTAL (add together page 1 and page 2 totals)

Harmonizer Thinker ExpresserDirector

Your highest number indicates your predominant communication style, while your second highest number indicates your backup communication style. Use the guide below to understand how strong your preference is for each style.

WEAK 1-4 • MODERATE 5-8 • STRONG 9-12 • VERY STRONG 13-16

NOTE: This basic, introductory assessment is intended to give you a starting point to understanding your preferences. If you disagree with the assessment, you may self-select your primary style.

Understanding Your StyleThe four communication styles begin to offer us a way of understanding our communication preferences as well as those of others. The four styles are based on two main factors that drive the ways in which we interact with others through verbal and non-verbal communication: directness and openness.

HarmonizerThinker

ExpresserDirector

Direct, fast-paced

Indirect, slow-paced

Reserved relationships

Open relationships

Goal-orientedTells it like it is

Makes decisions quicklyAlways on the go

Driven and focusedMay be insensitive, intimidating

Task-orientedLikes details and makes lists

Cautious, speaks deliberatelyBelieves there’s a “right way”

May miss the big pictureMay procrastinate

People-orientedAnimated, easily excitableEntertaining, engagingCreativeThinks out loudMay be disorganized

Relationship-orientedAttuned to feelings of othersDedicated, loyal, dependableListens, speaks softlyWarm, comforting, avoids conflictMay over-commit

While we all have a communication style preference, we do alternate between all of the styles depending on the situation. It’s like walking – we naturally walk at a certain pace, however, we shift gears to match the pace of someone walking next to us. It’s the same concept with communicating. We prefer to use our predominant or primary style because we are most comfortable with it. But when the demands of the world need a different response, we adapt accordingly.


Customized CommunicationAs you dive into learning about these four styles, keep in mind that one is not better or worse than another. Understanding the four basic communication styles simply helps us better understand our own preferences as well as the preferences of others, including the people we

work with. Use this knowledge to your advantage to create more customized communications.

About DirectorsDirectors are action-oriented and like to get things done. They take charge, make quick decisions, and are self-assured in those decisions. Directors are risk takers and like to be in

control. They don’t like indecision and vagueness in others, and they can appear insensitive and intimidating because of their drive and intense focus.

Communicating with DirectorsDirectors prefer traditional business communication, where conversation stays on work, and work alone. Because directors are more reserved, you should avoid asking about personal topics or sharing personal stories, as this may make a Director uncomfortable. When communicating with Directors, be short and to the point, and support your decisions with facts and data.

Directors at Their BestDirectors are great at setting goals and implementing a plan to achieve those goals. They find simple, practical solutions to a problem and can easily determine parameters of a situation.

About ThinkersThinkers are task-oriented and focused on getting things done right. They are problem solvers who like details and assess all sides of a situation before making a decision. Thinkers are cautious and take their time, often postponing decisions to collect and analyze data.

However, their attention to detail may cause Thinkers to miss the big picture.

Communicating with ThinkersThinkers prefer an organized and thoughtful approach to communication. When communicating with Thinkers, be systematic, exact, and prepared. Stress logic and proven ideas, and provide solid, tangible evidence to support your thinking. Allow Thinkers time to make a decision and don’t push them for quick action.

Thinkers at Their BestThinkers are great at asking questions, interpreting data, thinking things through, and ultimately solving problems. They may need extra time to get to the end result, but they will have paved the best path along the way to their solution.

About ExpressersExpressers are people-oriented and creative. They like to express themselves, through animated gestures, lively facial expressions, storytelling, and thinking out loud. Expressers are the entertainers of the world. They are always trying to find new ways to do things, and

are willing to take risks. To others, Expressers may appear disorganized, as they bounce around from one idea to the next, but this is just part of the Expressers’ creative process.


Communicating with ExpressersExpressers need to feel like you are interested in them as a person. They want their individuality and uniqueness to be known and appreciated. When communicating with Expressers, you should be informal and casual, taking your time. Allow Expressers a great deal of personal freedom, and avoid dictating to them. Allow them the room to be creative and dynamic.

Expressers at Their BestExpressers are great at thinking outside the box and brainstorming solutions that others may not have seen. Because of their people-focus, Expressers are also intuitive and sensitive to others’ feelings.

About HarmonizersHarmonizers are relationship-oriented and focused on keeping the peace. They are empathetic caregivers who thrive in collaborative team settings. Harmonizers are attuned to

people’s feelings and are viewed by others as warm, comforting communicators. Because of their focus on relationships, Harmonizers are viewed as team players and often put the well-being of the group above all else. They are dedicated, loyal, dependable, and great listeners. However, due to their desire to avoid conflict, Harmonizers may over-commit and find themselves overwhelmed.

Communicating with HarmonizersHarmonizers like for everyone to be heard in group discussions. When communicating with Harmonizers, try to avoid arguments, and give space for their opinions and ideas to be heard. Keep relationships friendly and informal, but make sure to keep the conversation on topic or they may stray from the subject at hand.

Harmonizers at Their BestHarmonizers are quiet, caring people who take pride in the accomplishments of the team. They are great at getting people involved and cheerleading a cause. They also can provide extremely valuable insight on the emotional tone of a situation.

What was the most valuable takeaway you learned about your primary communication style?

Based on what you learned about your communication style and the styles of others, how will you adapt your style going forward?


Empowering FeedbackThis online course should take approximately 10 minutes to complete. Use the guide below to follow along and take notes.

Delivering and receiving feedback is tough. How do you provide it? What’s important to know? How do you avoid hurting someone’s feelings but still let them know there are opportunities to improve? Engage in the following online learning module to learn more about:

• Destructive and constructive feedback• The SBI model• How to provide constructive feedback and recognition to others using the SBI model

Empowering Feedback

Fill in the four types of feedback on the grid.

Fill in the blanks next to SBI to define this model.

What It Means… A Good Example… How To Do This…

Download the SBI Worksheet to prepare for your next feedback session.

Bank:Constructive NegativeConstructive PositiveDeconstructive NegativeDeconstructive Positive


GROW for MeetingsThis online course should take approximately 10 minutes to complete. Use the guide below to follow along and take notes.

Countless meeting invitations and emails come through our inbox every day and fill up our calendars. Is there a better way to share information? Do we really need five meetings on one topic? Would an email work instead? Engage in the following online learning module to learn more about:

• When to use emails and when to use meetings • Applying the GROW model to your meetings• Best practices to use before and during meetings to achieve positive, action-driven outputs

GROW for Meetings

We know that there are different situations where meetings may be more advantageous than emails. Use the space below to capture when to use emails and when to use meetings.

Emails are used for:

Meetings are used for:

How can you apply GROW to your meetings?

Applying GROW to Meetings Download the Agenda Template to prepare for your next action-driven meeting.


I will establish open lines of communication by

I will use knowledge of my communication preferences and those of my team by

I will provide clear feedback and recognition by

I will conduct action-driven meetings by

©2018, ResCare Inc. All Rights Reserved. Day 5 - Page 61

COMMUNICATION: My Personal CommitmentNow it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership role. How will you commit to communication, to the C in LEGACY?


Additional Resources

My Notes

Crucial Conversations by Patterson & colleagues (updated 2013) focuses on difficult conversations. This book provides step-by-step instructions from onset of conversation to conclusion, and everything in between.


Day 6:You!

(Be an Example)

Intro to Day 6: You! 5 min

The Power of Vulnerability 10 min

From the People We Lead: Authenticity 5 min

Real Talk 5 min

You!: My Personal Commitment 5 min

The Way I Lead 15 min

Evaluation & Post-Test 10 min


Intro to Day 6: You!Welcome to Day 6 of The Way We Lead. To kickoff each day of learning, you will hear from leaders across the company on what today’s topic means to them. Today’s focus is on the Y in LEGACY: You!

Intro to Day 6: You!In this short video, hear how leaders across the company answered the questions:

1. What does authentic leadership mean to you?2. How do you live your LEGACY everyday?

The Power of VulnerabilityWhen someone asks you to “be brave and put yourself out there,” what’s your first response? Trepidation? Nervousness? Uneasiness? Let’s face it – allowing ourselves to be vulnerable is scary. When we stick our necks out for something, we’re not sure what’s going to happen or

how people will respond. However, what we all need to understand is that vulnerability is not an indication of weakness, but rather a coveted strength. In the workplace, vulnerability can have a powerful effect on both you and our organization. Despite the negative connotation, when we say be vulnerable, what we really mean is be authentic, take calculated risks, and embrace uncertainty.

Brené Brown, a renowned researcher, has spent most of her life studying what itmeans to be vulnerable. Through thousands of interviews, she concluded that the root of all social connection begins with being vulnerable and taking an emotional risk. This doesn’t mean carrying your emotions in everything you do, but rather being consciously aware of your actions and the impact of those actions on others.

How do you best get through to your staff? How can you lend support? Encouragement? Confidence? Brown provides two simple examples: reaching out for help (sometimes the hardest part) and providing forgiveness. It’s tough to actually say that you don’t know it all and you’re at a roadblock. However, asking for help is not a sign of weakness, but rather an opportunity to be honest, open, and welcome others’ feedback.

Forgiveness should also not be lost on the vulnerable. Don’t be afraid to connect with your employees when they make mistakes, but use these opportunities as coaching moments rather than pointing fingers. Let your employees know you support and encourage them by working through a problem or a project that went wrong with thoughtful and purposeful discussion.

You can also show your vulnerability by connecting with an employee or peers when they’re experiencing familial difficulties by simply being there. Sitting in a waiting room or at the beside of an employee that is having a difficult health issue shows real strength and vulnerability.

When you allow vulnerability to have a place in your leadership, you:

Foster Creativity and Innovation

Increase Employee Motivation

Promote Collaboration


1.

2.

3.

Connecting Your Plan with ActionYou’ve identified ways in which you can be more vulnerable in the organization but now its time to put that plan into action.

When will you do this? Will you start at a team meeting? A 1:1? A collaborative project?

Take the Opportunity To…Reflect on your own vulnerability in the workplace. Can you go the extra mile to connect with your employees, peers, and leaders in our organization? Think about positive ways you can bring vulnerability to your leadership. Capture those ideas below and quiz yourself periodically to determine if you are living LEGACY by being a vulnerable and authentic leader.

Bringing Vulnerability to My OrganizationList positive words to describe vulnerability.

What are three ways YOU can bring the air of vulnerability to our organization?

Vulnerability


Real TalkTrust. Ownership. Responsibility. Accountability. Authenticity. These values lay the foundation for great leadership. Without these values, other leadership efforts go to waste. That’s why we believe they are integral to The Way We Lead.

We’ve discussed a lot over the past 60 pages, from servant leadership to meeting people where they are to getting organized to approaching work with a positive attitude. But it’s all for naught if you are not taking ownership of your actions. And let’s be real – leadership is hard. Every day you have to make decisions that impact not only you, but your team as well as the people we serve. But we have to keep in mind that serving as a leader is a privilege, and with the challenges come all the wins.

So keep in mind a few key things on your leadership journey:

1. Your role as a leader is a privilege – you should feel honored that your leaders and peers trust you with leading your team.

2. Ownership decides character – step up and own your decisions and those of your team.

3. Responsibility drives us forward – if a project doesn’t have an owner, take it, or find someone who will.

4. Challenging moments will happen – and they will pass.

The sky is the limit for your leadership abilities. And it’s true what they say – they more you put into it, the more you get out of it. So don’t stop here. Keep learning, keep reading, and keep practicing with intentionality. Remember, a lot of people are counting on you to lead at your best.

From The People We Lead: AuthenticityBeing authentic with your team members is key to building trust on your team. We tapped our most valuable resource, our employees, to hear how important authentic leadership is to them.

From the People We Lead: AuthenticityIn this short video, hear how team members across the company answered the questions:

1. What does authentic leadership mean to you?2. How does your leader build trust with you and your team?



I will be vulnerable by

I will build trust with my team by

I will lead authentically by

I will reflect on wins and opportunities by

YOU!: My Personal CommitmentNow it’s time to make your commitment to The Way We Lead! These commitment statements, one for each letter in LEGACY, will serve as your guide no matter your current or future leadership roles. How will you commit to being your best self, to the Y in LEGACY?

Now that you’ve completed each LEGACY module and written personal commitment statements for Leadership, Environment, Get Going, Attitude, Communication, and You, let’s combine them into a personal mission statement, your commitment to the way you lead.

Begin by downloading The Way I Lead profile. Reflect on each of the modules and determine what is most important to you in leading your team. Develop your personal mission statement to demonstrate what drives you as a leader. Then, reflect on your personal commitment statements located at the end of each of the modules (L, E, G, A, C, and Y). Write down how you’ll live out your personal mission statement through each of the LEGACY standards. Once completed, print and hang this document in your workspaceand refer to it often, as this is The Way We Lead.

©2018, ResCare Inc. All Rights Reserved. Day 6 - Page 68

The Way I Lead

Evaluation & Post-TestThank you for your engagement in The Way We Lead. To wrap up this leadership experience, please return to RTS to complete the evaluation and post-test.

Congratulations!You’ve now completed The Way We Lead program! You’ve reviewed leadership concepts such as being a servant leader and leading through inspiration. You’ve discovered how to create a people-focused environment full of thanks and recognition. This program has also helped you develop a plan of action and ways to continue making forward progress on initiatives. You’ve learned how maintaining a positive attitude and using great communication skills is key to effective leadership. All the material you’ve learned was related back to you, by you, the leader. You’ve reflected on how you behave as a leader and where there might be opportunities to improve, not only for your benefit but for the benefit of your team and our organization.

We encourage you to take all the skills you’ve learned throughout this program and apply them, each and every day. If we continue to work toward our goals and help people live their best life, then we have achieved the purpose of this program. Remember, you own The Way We Lead, so be an example today and always!

Don’t forget to print your certificate now that you’ve completed the entire program!

Evaluation & Post-TestTo get started, visit REACH.rescare.com and select ResCare Talent System from the top of the page. From the homepage of the ResCare Talent System, hover over Learn and select View My Transcript. Click on The Way We Lead curriculum and then Evaluate to provide feedback on the curriculum and overall program. After completing the evaluation, navigate back to the curriculum page and click Take Post-Test to reflect on how confident you feel in your leadership abilities as it relates to the LEGACY modules after completing The Way We Lead program.


Additional Resources

My Notes

Brene Brown discusses the Power of Vulnerability – what it is and how to showcase it in a variety of situations.

https://www.ted.com/talks/brene_brown_on_vulnerability

https://www.ted.com/talks/brene_brown_on_vulnerability

Sources - Page 70©2018, ResCare Inc. All Rights Reserved.

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Bregman, P. (2016, March 09). The Right Way to Hold People Accountable. Retrieved February 05, 2018, from https://hbr.org/2016/01/the-right-way-to-hold-people-accountable

Broderson, D. (2017, January 10). 10 Employee Recognition Program Best Practices. Retrieved February 05, 2018, from http://resources.perksww.com/incentive-blog/10-employee-recognition-program-best-practices-b-

Coping with stress at work. (n.d.). Retrieved February 05, 2018, from http://www.apa.org/helpcenter/work-stress.aspx

Flaxington, B. (n.d.). 13 Workplace Relationship Tips. Retrieved February 05, 2018, from http://www.amanet.org/training/articles/13-workplace-relationship-tips-for-13.aspx

Haudan, J. (2017, November 01). Engaging Your Employees in the Big Picture. Retrieved February 05, 2018, from https://www.rootinc.com/blog/engaging-employees-big-picture/

Heathfield, S. M. (2018, January 14). How to Reduce Employee Resistance to Change in the Workplace. Retrieved February 05, 2018, from https://www.thebalance.com/how-to-reduce-employee-resistance-to-change-1918992

How to Identify Communication Styles. (2016, December 22). Retrieved February 05, 2018, from http://communicationstyles.org/how-to-identify-communication-styles/

Leading with Honor. (n.d.). Retrieved February 05, 2018, from https://www.leadingwithhonor.com/

Murphy, M. (2015, August 06). Which Of These 4 Communication Styles Are You? Retrieved February 05, 2018, from https://www.forbes.com/sites/markmurphy/2015/08/06/which-of-these-4-communication-styles-are-you/#187b82ff3adb

Nayar, V. (2013, August 02). Three Differences Between Managers and Leaders. Retrieved February 12, 2018, from https://hbr.org/2013/08/tests-of-a-leadership-transiti

Office Dynamics - Executive And Administrative Assistant. (n.d.). Retrieved February 5, 2018, from https://officedynamics.com.

Portier, C., & P. (2016, September 16). 8 Traits of a Change Management Champion. Retrieved February 05, 2018, from http://www.consultparagon.com/blog/change-management-champion

Quast, L. (2016, December 19). Four Ways To Help Your Employees Understand How They Contribute To The Company's Bottom Line. Retrieved February 05, 2018, from https://www.forbes.com/sites/lisaquast/2016/12/19/four-ways-to-help-your-employees-understand-how-they-contribute-to-the-companys-bottom-line/#5c3308837db7

https://www.forbes.com/sites/joshbersin/2012/06/13/new-research-unlocks-the-secret-of-employee-recognition/2/#1e10eff85ede

https://hbr.org/2016/01/the-right-way-to-hold-people-accountable

http://resources.perksww.com/incentive-blog/10-employee-recognition-program-best-practices-b-

http://www.apa.org/helpcenter/work-stress.aspx

http://www.amanet.org/training/articles/13-workplace-relationship-tips-for-13.aspx

https://www.rootinc.com/blog/engaging-employees-big-picture/

https://www.thebalance.com/how-to-reduce-employee-resistance-to-change-1918992

http://communicationstyles.org/how-to-identify-communication-styles/

https://www.leadingwithhonor.com/

https://www.forbes.com/sites/markmurphy/2015/08/06/which-of-these-4-communication-styles-are-you/#187b82ff3adb

https://hbr.org/2013/08/tests-of-a-leadership-transiti

https://officedynamics.com/

http://www.consultparagon.com/blog/change-management-champion

https://www.forbes.com/sites/lisaquast/2016/12/19/four-ways-to-help-your-employees-understand-how-they-contribute-to-the-companys-bottom-line/#5c3308837db7

Sources - Page 71©2018, ResCare Inc. All Rights Reserved.

Rhatigan, C. (2016, August 15). 4 Tried-and-True Best Practices for Employee Recognition. Retrieved February 05, 2018, from https://www.tinypulse.com/blog/best-practices-for-employee-recognition

Seppala, E. (2014, December 11). What Bosses Gain by Being Vulnerable. Retrieved February 05, 2018, from https://hbr.org/2014/12/what-bosses-gain-by-being-vulnerable

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Swoboda, K. (2014, November 14). The Benefits of Practicing Vulnerability in the Office. Retrieved February 05, 2018, from https://www.entrepreneur.com/article/239424

Sturt, D. (2017, November 30). The Easiest Thing You Can Do to Be a Great Boss. Retrieved February 05, 2018, from https://hbr.org/2015/11/the-easiest-thing-you-can-do-to-be-a-great-boss

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https://www.tinypulse.com/blog/best-practices-for-employee-recognition

https://hbr.org/2014/12/what-bosses-gain-by-being-vulnerable

http://www.everup.com/2016/01/25/about-the-checklist-manifesto-atul-gawande-takeaways/

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THE WAY WE LEAD

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