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Becoming the Leader You Want Be

Becoming the Leader You Want Be. NHSA Leadership Conference June 24, 2013 Denver, CO Presenters: Stacy Dimino Nancy McCabe Julie Salois-Tourville. Participants will:. Discover how you can lead with your strengths Revisit the difference between leadership and management

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Becoming the Leader You Want Be

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  1. Becoming the Leader You Want Be NHSA Leadership Conference June 24, 2013 Denver, CO Presenters: Stacy Dimino Nancy McCabe Julie Salois-Tourville

  2. Participants will: • Discover how you can lead with your strengths • Revisit the difference between leadership and management • Explore research on leadership and intrinsic motivation and apply to our work in Head Start • Discuss your role in unlocking innovation

  3. Picturing America Art Gallery

  4. Create your own leadership quote.

  5. Looking at Leaders

  6. Boyatzis’ e-Learning Session

  7. The Rest of the Story

  8. *Kotter, John. Leading Change. (1996) HBSP: Boston. Wrapping Up*

  9. R & RRoles and Responsibilities What is your job title/role in the program? List at least 5 of your major responsibilities Do you approach these responsibilities as a manager or a leader?

  10. Head Start Program Governance Karen Pucciarelli Co-Project Director

  11. Self-Assessment Planning ERSEA Program Governance Fiscal Management • • Disabilities Education Health Human Resources Community Partnerships Family Engagement Ongoing Monitoring Child and Family Outcomes Child and Family Outcomes • Facilities, Materials & Equipment • Record-keeping & Reporting Communication •

  12. Head Start Program Governance 13

  13. Head Start Program Governance Governing Body/Tribal Council Legal and fiscal responsibility for Head Start and safeguarding federal funds Management Staff Operating responsibility for day-to-day functions of Head Start Policy Council Responsibility for Head Start program direction 14

  14. Mission Possible 15

  15. Governing Body/Tribal Council Assumes Legal and Fiscal Responsibility for Head Start and the Safeguarding of Federal Funds • *Reports that are generated and used by management, then shared and used by Policy Council and governing body: • HHS secretary communication • Financial statements • Program information • Enrollment • USDA • Financial audit • Self-Assessment • Strategic plan • PIR Head Start Governance Responsibilities • Select: • Delegate agencies and the service areas for such agencies • Establish: • Procedures and criteria for recruitment, selection and enrollment • Review and Approve: • Major policies and procedures including Self-Assessment; financial audit, and personnel policies • All funding applications and amendments • Progress on implementing HS grant including corrective actions • Major expenditures • Operating budget • Selection of auditor • Actions to correct audit findings • Monitoring findings and follow-up activities • Annual, monthly, and periodic reports* • Adopt practices to ensure active, independent, and informed • governance: • Governing body by-laws • Impasse policies • Procedures for accessing and collecting information • Written standards of conduct including conflicts of interest and complaints • Procedures for selecting Policy Council members • Advisory committees • Take Action: • Hire/terminate Head Start director and other lead staff • Provide Legal Oversight: • Ensure compliance with Federal laws and state, tribal, and local laws Policy Council Assumes Responsibility for Head Start Program Direction • Provide Leadership • and Strategic Direction: • Focus on Self-Assessment • Develop, plan, and evaluate the Head Start program • Approve and submit to the • governing body decisions regarding: • Activities for parent involvement/engagement • Program recruitment, selection and enrollment • priorities • Funding applications/amendments • Budget planning incl. reimbursement and participation in Policy Council activities • Policy Council bylaws • Head Start program personnel policies including criteria for employment and dismissal of program staff • Policy Council election procedures • Recommendations on delegates/service areas • Annual, monthly, and periodic reports* Management Staff Assumes Operating Responsibility for Head Start Day-to-Day Functions • Take action: • Implement policies • Develop procedures • Provide T/TA to governing body and Policy Council • Supervise staff • Monitor compliance • Generate and use annual, monthly, and periodic reports* • Share reports with Policy Council and governing body* 16

  16. Roles and Relationships of a Head Start Director Management (Executive Director) Policy Council Governing Body

  17. Head StartAuspices 18

  18. Reality Check Trends in the Nonprofit Sector • Accountability • Increased scrutiny • More regulations • Demand for greater transparency • Organizational Challenges • Financial sustainability • Leadership transitions • Pace of change 19

  19. Reality Check Perennial Governance Challenges • Lack of clarity • About roles and responsibilities • Mutual expectations • Poor communication • Quality vs. quantity of information • Just-in-time information sharing • Nature of discussion and debate • Human resource constraints • Busy staff • Busy board members 20

  20. “Only when the tide goes out do you discover who's been swimming naked.”~ Warren Buffett 21

  21. Board Performance Report Card Source: BoardSource Nonprofit Governance Index 2012 (www.BoardSource.org) 22

  22. Governance Readiness Tool Structural Community Relations Decision-Making Fiduciary Leadership Strategic Direction 12. Community Partners & Stakeholders 10. Oversee Organizational Performance 14. Constituent Voice 6. Fiscal Oversight 1. Bylaws 9. Strategic Planning 13. Communication Strategies 15. Informed & Inclusive Process 2. Major Policies 7. External Audit 11. Relationship with Executive Director 3. Measuring Governing Body Performance 8. Managing Federal Funds 4. Membership 5. Orientation & Training 23

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  24. GovernanceQuestions Does the governing body understand and exercise its legal and fiscal responsibilities for the organization? Does the Policy Council understand and exercise their responsibilities related to program design for our Head Start program? Does our program promote strong working relationships and effective communication between all members of the leadership team, including the executive director, governing body, Policy Council, parent committees and Head Start managers? Do we promote informed and inclusive decision-making by providing timely information and opportunities for open discussion on important issues? Do we provide ongoing training and technical assistance to the governing body and Policy Council to strengthen their skills and support their leadership development? 25

  25. Have we engaged our Policy Council and governing body in the development of our school readiness goals? Do the governing body and Policy Council take an active role in determining out progress towards achieving school readiness goals thorough self-assessment and program planning? Governance and School Readiness 26

  26. Importance of T/TA for Governing Bodies Source: Head Start Enterprise System, 3/28/2013 time: 4:31 pm (EST) 27

  27. Governance Tools on ECLKC

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  30. Leadership in Planning

  31. Program Planning in Head Start Decide on Goals/ Communicate with Stakeholders Community Assessment Evaluate Progress Through Self-Assessment Develop Plan of Action and Budget that Reflect Goals Continually Respond With Course Corrections Implement Plan of Action Evaluate Progress through Ongoing Monitoring

  32. Integrating Data into Program Planning Systems Decide on Goals/ Communicate with Stakeholders Community Assessment • Analyze data • Share conclusions • Communicate results to internal and external audiences • Ensure goals reflect conclusions from key data sources, .e.g., community assessment, child records Develop Plan of Action and Budget that Reflect Goals • Determine evidence • Determine data collection methodologies • Adjust Record-keeping & Reporting Systems Continually Respond with Mid-Course Corrections Evaluate Progress ThroughSelf-Assessment • Use Record-keeping Reporting System to collect data • Check integrity of data • Communicate data findings and next steps to internal audiences • Assess annual progress in achieving goals and objectives • Assess effectiveness of systems and services • Examine trends and patterns • Communicate results to internal and external audiences Implement Plan of Action • Use Record-keeping & Reporting System to collect data • Check integrity of data, e.g., supervisors do spot checks of reports • Discuss reports at regularly scheduled intervals Evaluate Progress Through Ongoing Monitoring • Aggregate data and review for overall trends monthly • Analyze data monthly (e.g., by center, option, position, etc.) • Draw conclusions • Communicate findings

  33. What motivates employees?

  34. Program Goals and Objectives Program goals should be…. Objectives should be… Specific Broad Statements Recognized and Accepted as Important by All Measurable Realistic Attainable Timely

  35. Integrating Goals Into Plans SR Implementation Plan

  36. Leadership and Motivation

  37. The Real Story Autonomy – the desire to direct our own lives Mastery – urge to make progress and get better in something that matters • Purpose – the yearning to do what we do in the service of something larger than ourselves Pink, D.H. (2009) Drive. Riverhead Books

  38. DRIVE

  39. Making it Real

  40. Autonomy in Action—Ah-HA Moments

  41. New directors or directors of programs with performance issues should focus on getting their program in order before trying something new. Innovation True and False

  42. Innovation True and False • As the director of the program, I am responsible for introducing new and innovative practices.

  43. Innovation True and False My fiscal officer is the best source of information on new options for using federal and other program dollars.

  44. Building time for reflection into each staff member’s schedule is a good strategy for promoting innovation in your program. Innovation True and False

  45. Innovation True and False • Sending staff to conferences as a reward for good performance can help your program become a learning organization.

  46. Leadership When Times Are Tough

  47. Leadership When Times Are Tough • How have you used your strengths to work through these challenges? • What other ways could you use your strengths to work through these challenges?

  48. R & R Rest and Relaxation Build Positive Relationships…

  49. Closing Thoughts

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