Preparing Supervisors to be Change Leaders

1. Preparing Supervisors to be Change Leaders Nancy C. Hoffman, Ph.D., LCPC Training and Development Consultant nancyhoffman2@verizon.net

2. Curriculum developed by the Crime and Justice Institute and funded by a grant from the National Institute of Corrections Created with input from an advisory group of national leaders in the implementation of Evidence-Based Practices in community corrections

3. EBP Integrated Model

4. Academy Goal To provide first line supervisors and mid-level managers the leadership knowledge and skills required to support implementation of evidence-based practices

5. Pre-Academy Requirements • Application • Prerequisite of basic supervisory skills training • Commitment to full participation • Meeting with supervisor to discuss academy requirements and receive support for attendance • Read the document, “Implementing Evidence-Based Principles in Community Corrections,” which is posted on the Crime and Justice Institute website

6. Secure a journal • Make a first journal entry about expectations and concerns • Complete the NIC e-Learning module entitled “Supervisor’s Role in EBP” • Print a certificate of completion and bring to the first session

7. Academy ScheduleOrange County Probation DepartmentPilot Cohort Six 2-day sessions: May 14 & 15, 2009 June 17 & 18, 2009 July 22 & 23, 2009 August 12 & 13, 2009 September 17 & 18, 2009 October 22 & 23, 2009

8. Academy Principles and Format • Not just a generic leadership program, but focused specifically on the change to Evidence-Based Practices • Design employs adult learning principles, highly interactive • Participants responsible for own learning • Keyed to identified competencies • Self-assessment and reflection

9. Small group work • Journaling • Peer mentors • Workplace assignments between sessions designed to either further the learning from the session or provide a link to the upcoming modules

10. Session 1: The Leadership JourneyTopics Covered • Overview of leadership • Relationship of leader behaviors to effective implementation of evidence-based practices • Management vs. leadership • Organizational culture and climate • Learning organizations

11. Activities • Identify peer mentors • Complete a self-assessment of leadership competencies • Write a leadership development plan • Assignment: Submit an article on change and a summary of the article

12. Session 2: Beginning the JourneyTopics Covered • Focus on changing the organizational culture • Stages of change for organizations and individuals • Strategies for leading change • Creation and communication of a powerful vision for the future

13. Activities • Reports on change articles • Small group work • Creation of change plans • Journaling • Peer mentor meetings • Assignment: complete an NIC e-learning module and work with peer mentor to prepare a presentation at session 3

14. Session 3: Engaging OthersTopics Covered • Engaging others in actively pursuing the vision • Communication skills • Building positive relationships with internal and external stakeholders • Creating and maintaining high functioning teams • Motivating staff through enabling others to act

15. Activities • Peer mentor presentations on various topics related to communications, emotional intelligence and teamwork • Evaluations completed by cohort members for each presentation • Begin process of selection of a class spokesperson for graduation • Assignment: stakeholder interviews and reports

16. Session 4: Handling the Rough SpotsTopics Covered • Addresses potential obstacles in instituting organizational culture change • Managing conflicts • Overcoming resistance • Dealing with difficult people • Embracing diversity • Challenging the process when necessary

17. Activities • Self-assessment of conflict style • Role play of a mediation scenario • Gender stereotyping activity • Multi-generational quiz • Group demonstrations of dealing with difficult people • Fierce conversations role plays

18. Voting on a class spokesperson • Assignment: Do one of the following and prepare to report at the next session: • Conduct a negotiation • Conduct a mediation • Implement a plan to deal with a difficult person

19. Session 5: Celebrating MilestonesTopics Covered • Establishing performance measures • Monitoring progress • Providing feedback • Recognizing and rewarding successes • Ensuring small, incremental wins • Celebrating the reaching of milestones

20. Activities • Group debate on the topic of performance measurement • Small group work on defining greatness • Identification and rating of current performance measures • Small group brainstorm of reward and recognition activities

21. “Food for Thought” activity to recognize cohort members • Assignment: • Complete a self-assessment on the “Supervisor in an Ideal EBP Unit” • Provide a copy to immediate supervisor for completion • Meet with supervisor to discuss progress throughout the academy

22. Session 6: Continuing the JourneyTopics Covered • Focus on continued growth and development of leaders • Developing staff knowledge and skills • Coaching skills • Principles of adult learning • Workplace wellness and quality of work life • Importance of humor and fun • Executive Dialogue and Academy Graduation

23. Activities • Design a training program using adult learning principles • Self-assessment on various dimensions of wellness • Re-visiting the leadership competency assessment • Use of workplace assignment discussion to re-write the leadership development plan

24. Post-Academy Follow-Up • Recommended activities to continue the learning process, including: • “Booster” sessions • Leadership blog • Leadership book club • Lunch or breakfast and learns • WebEx sessions for online discussion of leadership challenges and solutions

25. Blast e-mails with relevant leadership articles • Establishment of a mentoring program • Listserv of academy graduates • Follow-up alumni sessions • Agencies encouraged to develop individualized plans

26. A poem with three lines Syllables: five-seven-five On any topic