1. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20151 A Service of the Children’s Bureau Changing... Leading... Learning... A Service of the Children’s Bureau Osiyo and Welcome to the Leadership Academy for Middle Managers Curriculum Day 1

2. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20152 A Service of the Children’s Bureau NCWWI Purpose Our purpose is to increase child welfare practice effectiveness through diverse partnerships that focus on workforce systems development, organizational interventions, and change leadership, using data-driven capacity building, education, and professional development.

3. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20153 A Service of the Children’s Bureau Goal of Training To develop leadership skills for sustainable systems change to improve outcomes for children, youth, and families.

4. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20154 A Service of the Children’s Bureau The Three Days Day 1: Foundations of Leadership and Leading Change Day 2: Leading Change, cont. and Leading in Context Day 3: Leading for Results, Leading People, and Leading for Sustainable Systems Change

5. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20155 A Service of the Children’s Bureau Learning Methods Change Initiatives Leadership Experiences Coaching Implementation Practices Evaluation

6. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20156 A Service of the Children’s Bureau Training Evaluation Competency Self-assessment o Pre-training, Post-training & Follow-ups Participant Satisfaction Individual Change Initiative Analysis Comprehensive 360 Feedback Telephone Interviews

7. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20157 A Service of the Children’s Bureau Introductions What is your name, and job within the agency? Share your role in the implementation of the jurisdictional workforce initiative. Share a positive word beginning with the first letter of your name!

8. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20158 A Service of the Children’s Bureau Module I: Foundations of Leadership

9. Day 1 Curriculum – Leadership Academy for Middle Managers | October 20159 A Service of the Children’s Bureau Unit 1: Leading in Child Welfare Training Competency 1: Able to describe leadership behavior as a middle manager in child welfare. Objectives 1a. Describes middle manager challenges with leading change in a “permanent whitewater” environment.

10. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201510 A Service of the Children’s Bureau Surviving Permanent Whitewater Leading in Child Welfare Constant learning Maintaining balance in the present

11. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201511 A Service of the Children’s Bureau Leading in the Tension Your success as a leader is a function of your ability to stand powerfully in the tension created by that gap between vision and reality.

12. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201512 A Service of the Children’s Bureau Sharing Change Initiatives Take a few minutes apiece to share your Change Initiative with the others at your table, and share the tension your Change Initiative may create between vision and reality and the whitewater challenges you may face.

13. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201513 A Service of the Children’s Bureau Unit 2: The National Child Welfare Workforce Institute (NCWWI) Leadership Model Training Competency 2: Able to apply the components and dynamics of the Child Welfare Leadership Model to the work of a child welfare manager. Objectives 2a. Explains the balanced application of the NCWWI Leadership Model’s four quadrants by exemplary managers.

14. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201514 A Service of the Children’s Bureau

15. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201515 A Service of the Children’s Bureau

16. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201516 A Service of the Children’s Bureau 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 in child welfare is complex, never still, and always moving (Based on Wheatley, 1999)

17. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201517 A Service of the Children’s Bureau NCWWI Leadership Model

18. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201518 A Service of the Children’s Bureau Leadership Principles Adaptive: Learning new ways for dealing with challenges. Collaborative: Community engagement. Distributive: Leadership encouraged and enacted at all organizational levels. Inclusive: Collective process to promote inclusion. Outcome Focused: Meeting organizational and professional goals.

19. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201519 A Service of the Children’s Bureau NCWWI Leadership Model Quadrants

20. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201520 A Service of the Children’s Bureau Leading Change Refers to the leader’s role of setting high standards, seeing the big picture and 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: Creativity and Innovation Vision Flexibility

21. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201521 A Service of the Children’s Bureau Leading in Context Leaders need the ability to build collaborative(s) internally and with other federal agencies, state, local, and tribal governments, and nonprofit and private sector organizations to achieve common goals. Competencies: Partnering Political Savvy Influencing/Negotiating

22. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201522 A Service of the Children’s Bureau Leading People To address workforce challenges, we need leaders at all levels who value their staff and who recognize that good working relationships, competent people, and a supportive organizational climate are essential to achieving positive outcomes for children and families. Competencies: Developing Others Managing Conflict Team Building Cultural Responsiveness Leveraging Diversity

23. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201523 A Service of the Children’s Bureau Leading for Results Refers to leaders with the ability to meet organizational goals and service expectations. This includes the ability to make decisions that produce high-quality results by applying technical knowledge, analyzing problems, and calculating risks. Competencies: Service Orientation Problem Solving Accountability Planning and Organizing

24. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201524 A Service of the Children’s Bureau Hand-out 1:2 Apply the Quadrants to Your Change Initiative #1: Individually take a few minutes for each quadrant to write down one or more examples of leadership issues related to your change initiative. #2: In pairs discuss those issues using the competencies in each quadrant to address strategies.

25. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201525 A Service of the Children’s Bureau Debrief Were some quadrants more difficult than others to apply your own experiences to? Which quadrants, and why? What were some similarities with others? What were some differences with others? What shifted for you as a result of partnering in this activity?

26. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201526 A Service of the Children’s Bureau Unit 3: Strength-Based Leadership Training Competency 3: Able to assess one’s own strengths and challenges and model authentic behavior as a leader. Objectives 3a. Describes the key qualities of leaders and their impact on child welfare systems and staff. 3b. Based on self-assessments, identifies own leadership strengths and challenges. 3c. Identifies collective talent of implementation team through strengths.

27. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201527 A Service of the Children’s Bureau We can’t ignore problems—we just need to approach them from the other side.

28. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201528 A Service of the Children’s Bureau 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

29. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201529 A Service of the Children’s Bureau The Path to Great Leadership “The path to great leadership starts with a deep understanding of the strengths you bring to the table.” [Tom Rath and Barrie Conchie

30. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201530 A Service of the Children’s Bureau Four Domains of Strength Influencing ExecutingStrategic Thinking Relationship Building

31. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201531 A Service of the Children’s Bureau Strategic Thinking Leaders with dominant strength in Strategic Thinking keep the group focused on what could be. (Rath & Conchie, 2008)

32. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201532 A Service of the Children’s Bureau Influencing Leaders with dominant strength in Influencing help their people reach a broader audience. (Rath & Conchie, 2008)

33. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201533 A Service of the Children’s Bureau Relationship-Building Leaders with dominant strength in Relationship Building hold a team together. (Rath & Conchie, 2008)

34. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201534 A Service of the Children’s Bureau Executing Leaders with dominant strength in Executing domain know how to make things happen. (Rath & Conchie, 2008)

35. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201535 A Service of the Children’s Bureau Discussion Questions Introduce yourself and list your strengths within your primary domain. Using the first strength listed within your primary domain on your results, explain how you see yourself using this strength in your role.

36. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201536 A Service of the Children’s Bureau New Yorker Cartoon

37. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201537 A Service of the Children’s Bureau 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.

38. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201538 A Service of the Children’s Bureau Four Basic Needs of Followers Trust HopeStability Compassion (Rath & Conchie, 2008)

39. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201539 A Service of the Children’s Bureau Trust Respect Integrity Honesty Trust (Rath & Conchie, 2008)

40. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201540 A Service of the Children’s Bureau Compassion Love Happiness Friendship Caring Compassion (Rath & Conchie, 2008)

41. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201541 A Service of the Children’s Bureau Stability Peace Support Strength Security Stability (Rath & Conchie, 2008)

42. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201542 A Service of the Children’s Bureau Hope GuidanceFaith Direction Hope (Rath & Conchie, 2008)

43. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201543 A Service of the Children’s Bureau Maximizing Team Contributions Through Strengths Why teams need Influencing: To gain support and sustenance for the goal. Why teams need Relationship Building: To expand, understand, and maintain the team. Good tasks on the team: .Convene stakeholder workgroups.  Use influence to help executors break down barriers.  Work with bureaucracy to facilitate progress. Influencing©: Helps reach a broader audience; uses strengths to minimize barriers and gain allies and resources. Relationship Building©: Holds a team together; makes linkages to connect people and organizations to the goal. Good tasks on the team:  Attend to morale, inclusion, and placement of individuals in roles.  Insure that process meets the needs of stakeholders.  Anticipate and work toward resolving unanticipated consequences. Good tasks on the team:  Lead visioning activities.  Keep group focused on short- and long-term goals.  Scan environment to keep strategy up to date.  Link initiative to the agency and community goals. Strategic Thinking©: Focuses on ‘What Could Be’: Gears action towards specific future state goals. Executing©: Knows how to make things happen: organizes resources for productivity and outcomes. Good tasks on the team:  Identify tasks to get to benchmarks.  Identify how to measure and assess progress.  Break down barriers with use of practical and focused knowledge of how to get things done in context.  Why teams need Strategic Thinking: To focus on the vision and plan accordingly. Why teams need Executing: To move forward through the process to get the job done.

44. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201544 A Service of the Children’s Bureau Four Domains of Strength Influencing ExecutingStrategic Thinking Relationship Building

45. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201545 A Service of the Children’s Bureau 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?

46. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201546 A Service of the Children’s Bureau Summary What were the differences, based upon the preferred strengths domain? How could this inform the way you build and lead a diverse team? What were some of the themes?

47. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201547 A Service of the Children’s Bureau Custom Team Distribution Chart (Rath & Conchie, 2008)

48. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201548 A Service of the Children’s Bureau The Task of Organizational Leadership….. …Is to create an alignment of strengths in ways that make a system’s weaknesses irrelevant. ~Peter Drucker As quoted by Cooperrider & Whitney, 2005

49. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201549 A Service of the Children’s Bureau Unit 4: The Adaptive Challenge Training Competency 4:Able to describe adaptive leadership behavior as a middle manager. Objectives 4a. Applies concepts of technical and adaptive leadership to work situations. 4b. Applies major components of effective leadership in the adaptive change process.

50. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201550 A Service of the Children’s Bureau 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 (Heifetz, Grashow, & Linsky, 2009)

51. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201551 A Service of the Children’s Bureau 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 leadership (Heifetz, Grashow, & Linsky, 2009)

52. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201552 A Service of the Children’s Bureau Adaptive Challenges Require Something New: Behavior Knowledge Action Way of thinking

53. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201553 A Service of the Children’s Bureau Adaptive Leadership New learning Refashioning loyalties The loss of a sense of competence The loss of a sense of equilibrium

54. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201554 A Service of the Children’s Bureau Applying Adaptive Leadership 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.

55. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201555 A Service of the Children’s Bureau 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

56. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201556 A Service of the Children’s Bureau Get on the Balcony Step back to view patterns Leadership is both active and reflective

57. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201557 A Service of the Children’s Bureau Think Politically Build relationships Create nurturing networks

58. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201558 A Service of the Children’s Bureau Be Open to all Voices Seek diverse views and voices Allow them to influence

59. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201559 A Service of the Children’s Bureau Regulate Distress Balance distress for productive change

60. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201560 A Service of the Children’s Bureau Orchestrate Conflict Welcome conflict Engine of creativity and innovation

61. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201561 A Service of the Children’s Bureau Give the work back to the people No one has all of the answers Create a well-rounded team

62. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201562 A Service of the Children’s Bureau Hold Steady In the midst of change, keep your eye on the prize

63. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201563 A Service of the Children’s Bureau 7 Behaviors of Adaptive Leadership Activity Discuss strategies that have been used or could be used based on your adaptive challenge on your Change Initiative. One person from the table will report out on 1 strategy to the large group.

64. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201564 A Service of the Children’s Bureau Summary Going through adaptive change involves entering a state of disequilibrium, which is typically uncomfortable. Leadership requires an understanding that adaptation is a stressful process of innovation, creativity, and risk. Concept of being regenerative is central to our model—leadership is a constant process of growth, change, and purposeful adaptation.

65. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201565 A Service of the Children’s Bureau Module II: Leading Change

66. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201566 A Service of the Children’s Bureau

67. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201567 A Service of the Children’s Bureau Unit 5: Communicating and Implementing the Vision Training Competency 5: Able to communicate a vision to guide practice and professional development. Objectives 5a. Refines and communicates systems change initiative vision statement. 5b. Demonstrates an effective communication strategy for influencing key partners regarding a change initiative.

68. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201568 A Service of the Children’s Bureau The Power of a Shared Vision “When people truly share a vision they are connected, bound together by a common aspiration. Personal visions derive their power from an individual’s deep caring for the vision. Shared visions derive their power from a common caring” (Senge, 1990).

69. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201569 A Service of the Children’s Bureau Successful Visions are… Clear: A good vision statement can be made to anyone in an elevator and, before the elevator stops on the 10 th floor, the listener can get the gist of the initiative. Compelling: A good vision statement is punchy. Resonant: A good vision statement invites potential partners and stakeholders to join in.

70. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201570 A Service of the Children’s Bureau Sample “heart” words: Belong/ing, Care, Child, Childhood, Community, Connection, Embrace, Family, Growing Up, Heart, Kin. Love, Making a Difference, Nurture.

71. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201571 A Service of the Children’s Bureau Sample “head” words: Changing, Building, Tomorrow, Inspiring, Partnership, Fair, Deserve, Equal, Sense, Smart, True, Honest, Trust, Inspiring. Legacy, Practical, Real, Potential.

72. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201572 A Service of the Children’s Bureau Visual Vision Statement

73. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201573 A Service of the Children’s Bureau Connected by 25

74. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201574 A Service of the Children’s Bureau Western Workforce

75. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201575 A Service of the Children’s Bureau One with Courage: Texas Children’s Advocacy Center

76. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201576 A Service of the Children’s Bureau 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. Followers look for the key qualities in a leader. Leaders differentiate between technical and adaptive challenges. Leadership can be enhanced by adaptive behaviors. We lead with vision.

77. Day 1 Curriculum – Leadership Academy for Middle Managers | October 201577 A Service of the Children’s Bureau Day 1 Curriculum – Leadership Academy for Middle Managers | October 2015 A Service of the Children’s Bureau Wado Thank You ! Connect with Us www.NCWWI.org