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INTRODUCTION

Small Wins Felicia A. becca EDU658: Instructional Leadership Dr. Kimberly Doerflein March 15, 2014. INTRODUCTION.

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INTRODUCTION

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  1. Small WinsFelicia A. beccaEDU658: Instructional LeadershipDr. Kimberly DoerfleinMarch 15, 2014

  2. INTRODUCTION The influence of development should be important to human character, never the less, I believe that there are insufficient leaders that recognize it or are capable of influencing growth to enhance motivation. Having a small-win plan may aid in eradicating the propensity to be obsessed with prior regrets, problems ,and letdowns. Instead of focusing on what did not work in the past, a leader should be concerned with how to make things work at this instant; that should be their solution to making things happen. This can be a way of unlocking ones mind to unlimited potential and lead to refining the way things are done.

  3. Description of change strategy The change strategy that I have proposed for my department is designed to create a clearer vision for those employees who feel that they still do not understand the purpose of the reorganization of the department. Employees will be allowed to have input on the process, teams will be developed to work on the goals created by the department, the human resource representative will work on staff development, and our space planning department, that creates the room designs, will allow for employee input as well.

  4. Explanation of “small win” Over the past month, the department has been successful in including employees in revising the initial change strategy to encompass the majority of their input and suggestions. Not only that, our human resource representatives have been working tirelessly with employees to develop training around some of the suggestion made by them at the team meetings. Now, many of the employees feel that the change will be beneficial to them.

  5. Shared value/stakeholders For all parties involved in the change strategy and its implementation , it has given the leader access to a wealth of different skill sets and abilities of employees, advanced training among employees, and allowed for a healthier working relationship between human resource representatives and employees.

  6. Relevant data and results Teams and goal development-Each team has been tasked with creating a minimum of three goals that they feel would benefit the enhancement of the change strategy. The teams are to meet once a week to develop their goals and have them ready for review in one month. So far, all teams are on schedule to be ready by the end of the month.

  7. Relevant data and results Space Planning-This unit is responsible for developing how the space in the building will be utilized for maximum efficiency. Managers have been paired with this unit to work together to devise a plan that will be cohesive and beneficial for everyone involved. Currently we are in the remodeling process; cubicles, desks, chairs, and equipment have been selected, and are on order, and we are on track to hit our tentative dates for the project.

  8. Publicizing the win and to whom Since the small win that was accomplished by the department only directly affects our employees and not the entire campus, employees will be notified by e-mail and a celebration gathering will follow. This is to thank employees for their contributions and hard work so that they might continue to keep moving forward toward the goals set for the department.

  9. Next steps for making continuous progress Time is of the essence, and since we are on schedule for meeting goals and deadlines, we will continue to meet weekly to evaluate our processes and implementations to make changes where necessary. Spiro (2011) notes that, “The last step in change is to reflect on whether the change strategy indeed solved the original problem” (p. 6). If we are unable to assess our progress it might be almost impossible for the department to move forward.

  10. CONCLUSION The strategy provided for the small win discussed in this presentation is excellent for leading change due to including employees in the process and getting them involved in initiatives to create that change. “Studies have shown that employees will be more engaged if they feel they are learning and growing in their role and adding real value to the goals of the organization” (Roberts, 2014). By empowering employees to assist in the change and planning process it shows that leadership can embrace differenced while unlocking untapped potential and making it work for the good of the department.

  11. References Roberts, H. (2014, March 17). Motivation initiatives worthless without employee engagement. Retrieved from http://www.hrmagazine.co.uk/hro/news/1142762/motivation-initiatives-worthless-employee-engagement#sthash.fFQlTi9u.dpuf

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