Presenters: Abby Cohen Desiree’ Reddick-Head Patti Russ

1. The Tenth National Early Childhood Inclusion InstituteAn Overview of Tools and Resources to Support Partnerships at the State or Local Level Presenters: Abby Cohen Desiree’ Reddick-Head Patti Russ

2. Session Objectives • Learn about the training modules and resources produced by the National Child Care Information Center, Partnerships, Alliances and Coordination Techniques (PACT) initiative. • Examine specific collaboration techniques related to leadership. • Explore strategies for communicating effectively. • Apply knowledge and skills to existing partnerships.

3. Today’s Agenda • Welcome and Introductions • Thinking and learning about our current partnerships • Overview of the PACT training modules • Application of PACT training modules: Collaborative Leadership and Communication • Review and Reflections

4. PACT • PACT is an NCCIC initiative, which is a service of the Child Care Bureau within the U.S. Department of Health and Human Services • PACT gives State, Territory, and Tribal policymakers—particularly Child Care and Development Fund Administrators and their partners—the resources they need to build more comprehensive and collaborative early and school-age care programs for serving children and families

5. PACT Materials • PACT consists of an introduction and six training modules: • Fundamentals of Collaborative Leadership • Creating, Implementing, and Sustaining Partnerships • Communication Strategies • Financing • Managing and Facilitating Successful Partnerships • Building Capacity to Evaluate Partnership Initiatives • Modules include intersecting and complementing concepts to provide users with a comprehensive package

6. Partnerships can be messy, but doable… and could be fun!

7. System Principles: Elements of Working Together Partnership New levels of service achieved; agreements are established Coordination Independent agencies formally working together onsome common goals Cooperation Independent agencies building relationships and sharing information informally Communication Independent agencies exchanging information—networking Adapted from Wisconsin Department of Public Instruction and Great Lakes Resource Access Project

8. Today’s Partnerships At your tables discuss: • Who you are partnering with • What brings you together? • What have been some of your successes? • What have been major roadblocks ?

9. Leadership is….. (Collaborative Leadership, 2004h, p. 8) A TRAIT and a PROCESS • Trait—the ability to exert influence and have others accept that influence producing change or performance Chrislip, Sweeny, Chritian, Olsen, 2002 Northcross, 1997 • Process—A process whereby an individual or small group influence others to achieve a common goal.

10. Why Collaborative Leadership … ? Most partnerships are complex, interdependent, and messy. Most partnerships require a systems approach with diverse input and multiple perspectives. Many sectors need to “own” the solution for it to be successfully implemented.

11. Collaborative Leadership… (Collaborative Leadership, 2004h, p. 25-26) • Is leadership shown by a group that is acting collaboratively to solve agreed upon issues • Has leaders who use supportive and inclusive methods to ensure that those they represent are part of the change process • Requires new notion of power…the more power that is shared, the more there is to use

12. What Makes Collaborative Leadership Different? (Collaborative Leadership, 2004h, p. 31-32)

13. Leadership Styles:Directing, Coaching, Supporting, and Delegating (Collaborative Leadership, 2004h, p. 13) Directing: • Focuses communication on goal achievement • Gives instruction (what goals to achieve and how) • Spends limited time on supporting behaviors Coaching: • Focuses communication on both goal achievement and people’s needs • Gives encouragement • Asks for input

14. Leadership Styles:Directing, Coaching, Supporting, and Delegating (Collaborative Leadership, 2004h, p. 13-14) Supporting: • Does not focus just on goals • Focuses on tasks to be accomplished • Uses supportive behaviors to bring out others skills • Listening • Praising • Asking for input • Giving feedback Delegating • Offers less input and social support • Facilitates others confidence and motivation to do tasks • Leader not as involved in planning, details or goal clarification

15. Four Leadership Styles Supporting Behaviors Directive Behaviors (Collaborative Leadership, 2004h, p. 14)

16. Who is a Collaborative Leader? Someone who safeguards and promotes the collaborative process (Collaborative Leadership, 2004a, p. 3)

17. Acts maturely Shows patience Can learn from self reflection Handles uncertainty Tolerates uncertainty Has the ability to see problems from others’ points of view Respects others’ experience or point of view Has the ability to create a safe, supportive environment Is comfortable communicating across organizational boundaries and with every part of the community Qualities of Collaborative Leaders

18. Qualities of Collaborative Leaders (Con.) Has the ability to create a shared vision Knows the need for creativity Constructively manage conflict, and The most important quality …. The Ability to Listen (Collaborative Leadership, 2004h, p. 28)

19. Six Guiding Principles of Collaborative Leadership Assessing the Environment for Collaboration Developing Clarity Building Trust Sharing Power and Influence Developing People Self Reflection (Collaborative Leadership, 2004h, p. 33)

20. Practice focused listening Call each other by name Clearly identify purpose for gathering Let people know what is expected of them Identify time frame team will work within Balance process with product Ensure everyone has an opportunity to speak Use fair processes to get things done Have diverse representation of types of people Create working agreements Building Trust (Collaborative Leadership, 2004c, p. 9)

21. Self Reflection (Collaborative Leadership, 2004j, p. 6) The ability to analyze or examine in a serious way one’s experience and the ability to see how that experience impacts and shapes one’s relationships with others is a trait of individuals who develop effective leadership qualities and capacities.

22. Partnerships, Alliances, and Coordination Techniques Communication Strategies to Support Partnerships

23. It is All About Communication!! “How well we communicate is determined not by how well we say things but how well we are understood.” ~ Andrew Grove, CEO, Intel Corporation

24. Key Concepts Communication is the process of exchanging information through speech, signals, or writing Communication involves listening, questioning, understanding, and responding to what is being expressed by others Effective communication is central to the success of creating, implementing, and sustaining partnerships over time

25. Communication Pyramid Note: Different authors use the terms “cooperation” and “coordination” interchangeably. This diagram follows the work of Sharon Lynn Kagan in defining the least intense level as cooperation as cited in Winer and Ray (2000). Used with permission. Collaboration Coordination Cooperation Communication

26. Modes of Communication

27. Are You an Active Listener? Has anyone ever told you that you weren’t listening? Have you ever asked others to repeat themselves, because your mind had wandered? Have you ever been embarrassed because you gave the wrong answer to a question when you weren’t listening? Have you ever taken a mental “leave of absence” while someone was speaking? Has anyone ever asked you whether you’re paying attention?

28. Active Listening Techniques Stop talking Give the speaker your conscious attention Exercise patience Be empathetic Ask clarifying questions Paraphrase Make notes

29. Communication Styles Source: Jourdain, K. (February 2004). Communication styles and conflict. Approaching change, Vol. 4, No. 6. Chrysalis Performance Strategies, Inc. www.teamchrysalis.com/AC/V4/AC46_Communication_Styles.htm

30. Plan to Communicate Design a communication system that is responsive to the different kinds of agencies and people in your partnership Establish informal and formal communication links Create a communication plan that reflects what your partners want and need to know, and how they want to receive information Hold partners accountable for communications Sources: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance; and Ray, K., (2002). The nimble collaboration – Fine-tuning your collaboration for lasting success. St. Paul, MN: Fieldstone Alliance.

31. Expect Conflict Conflict is inevitable Early indicators of conflict can be recognized Conflict involves people resolving issues that are important to them Conflict causes authentic communication Conflict builds cooperation among people through learning more about each other Conflict helps people develop understanding and skills Although inevitable, conflict can be minimized, diverted, and/or resolved Source: Winer, M., & Ray, K., (2000). Collaboration handbook, Creating, sustaining and enjoying the journey. St. Paul, MN: Fieldstone Alliance.

32. Review Make sure your message is clear Practice active listening Acknowledge the viewpoints of others, even if you disagree Use specific language, especially when providing guidance and asking for feedback Ask questions to make sure your message is understood, or to clarify points you are uncertain about Make sure your body language delivers the same message as your words Think before you speak or write Keep your language simple and format brief

33. Summary Three brick layers were asked what they were doing. One said, ‘I’m laying bricks.’ The second replied, ‘I’m building a wall.’ The third stated, ‘I’m constructing a temple.’ - Anonymous

34. Reflections • I learned … • I relearned … • I will apply … • I would like to know more about … • I am surprised by …

35. Thank you! PACT is an initiative of NCCIC, a service of the Child Care Bureau Facilitated by the National Child Care Information and Technical Assistance Center 10530 Rosehaven Street, Suite 400●Fairfax, VA 22030 Phone: 800-616-2242● Fax: 800-716-2242●TTY: 800-516-2242 Email: info@nccic.org●Web: http://nccic.acf.hhs.gov