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November 8, 2012

November 8, 2012. Leadership Reloaded: An Evidenced Based Approach Ralph Watson Greg Ponchot. Criminal Justice Agencies implementing Evidence Based Practices are embarking on a journey that is filled with opportunity and excitement.

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November 8, 2012

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  1. November 8, 2012 Leadership Reloaded: An Evidenced Based Approach Ralph Watson Greg Ponchot

  2. Criminal Justice Agencies implementing Evidence Based Practices are embarking on a journey that is filled with opportunity and excitement. Along the way we encounter new expectations. If we plan and pack properly we can prepare ourselves to meet those expectations and better enjoy the journey.

  3. EBP TRAINING IS JUST THE BEGINNING. IT IS AN ESSENTIAL ITEM IN OUR LUGGAGE.

  4. AGENCY EXPECTATIONS • Culture Change • Internal Change • Policy Change • Procedure Change • Personnel Change • Communication Change

  5. LEADERS ARE THE KEY TO SUCCESSFUL CHANGE

  6. Different Leadership Approach • Coaching • Mentoring • Monitoring & Tracking • “Big Picture” View • Supportive EBP Culture • Create Learning Organization LEADERSHIP EXPECATIONS

  7. THE LEADERSHIP ACADEMY WILL HELP PREPARE US TO MEET THE NEW EXPECTATIONS.

  8. BACKGROUND • National Institute of Corrections Curriculum • Orange County, California was pilot • San Diego County, California experience • Local Development

  9. LEADING CHANGE The focus of the SLA is on developing leadership skills and preparing people at all levels of supervision to create positive change in their organizational cultures.

  10. The LA curriculum consists of a total of 12 days and is designed to be delivered to a cohort of participants in 6 two-day sessions over a period of six months. The SLA curriculum is intensive and requires a high level of student self-responsibility for learning.

  11. It requires high levels of participation by cohort members in large group discussions, small group activities, journaling, and peer mentoring sessions, and is designed to promote critical thinking skills. Classroom time is supplemented by workplace assignments that either build on knowledge and skills learned in the session or serve as segue to the following session.

  12. Academy Goal: Develop leadership knowledge and skills to support implementation of evidence-based practices within a community corrections setting. Target Audience: First line supervisors and mid-level managers working in community corrections. Program Structure: The curriculum is designed to be delivered to cohorts of 24 students. Time Frame: The course work consists of six (6) sessions conducted

  13. Peer Mentoring Component: As an adjunct to the learning process, a peer mentoring process will be included in the leadership curriculum. At the initial session, participants will be paired with another cohort member for whom they will serve as a peer mentor. The role of the peer mentors will be to provide feedback to each other during the sessions, work jointly on some of the assignments, maintain contact between sessions, and generally serve as coach and cheerleader. The expectations concerning the peer mentoring relationships will be reviewed at the first session.

  14. Session 1: The Leadership Journey Session 2: Beginning the Journey Curriculum Structure and Content Session 3: Engaging Others Session 4: Handling Rough Spots Session 5: Celebrating Milestones Session 6: Continuing the Journey

  15. Session 1: The Leadership Journey Session Description: This session provides an overview of leadership and links leader behaviors to effective implementation of evidence-based practices. Participants are introduced to their roles as leaders in creating an organizational culture that supports and encourages high levels of performance.

  16. Session 1: The Leadership Journey Learning Objectives: At the conclusion of this session, participants will be able to: • State the difference between management and leadership. • Identify the characteristics and behaviors of an effective leader. • Define organizational culture and climate. • State the relationship of organizational culture to effective implementation of evidence-based practices. • Describe a learning organization. • Make a commitment to participate actively in developing their leadership skills and building organizational capacity.

  17. Session 1: The Leadership Journey Resources Kouzes, James M., and Posner, Barry Z. 2007. The Leadership Challenge, 4th Edition. Jossey-Bass, A Wiley Imprint. Senge, Peter M. 2006. The Fifth Discipline: The Art & Practice of the Learning Organization. Doubleday. Campbell, Nancy M. 2006. Correctional Leadership Competencies for the 21st Century: Manager and Supervisor Levels. National Institute of Corrections.

  18. Session 2: Beginning the Journey Session Description: This session prepares leaders to begin the process of changing the organizational culture. Participants learn the stages of change as they apply to both organizations and individuals and develop strategies for managing change. They are encouraged to create and communicate a powerful vision for the future.

  19. Session 2: Beginning the Journey Learning Objectives: At the conclusion of this session, participants will be able to: • Describe the nature of change in today’s world. • Identify the process of change in an organization. • List the stages of change through which individuals progress. • Differentiate between change and transition for individuals. • State the leader’s role in implementing change. • Analyze a case study of an agency implementing evidence-based practices.

  20. Session 2: Beginning the Journey Learning Objectives: At the conclusion of this session, participants will be able to: • Evaluate the current stage of change for both the agency and the participant. • Create a forcefield analysis of the drivers and restrainers of change in the agency. • Meet with a peer mentor to discuss new approaches to handling change to evidence-based practices.

  21. Session 2: Beginning the Journey Resources Bridges, William. 2000. Managing Transitions: Making the Most of Change. William Bridges and Associates, Inc. Luntz, F, (2006), Words That Work: It’s Not What You Say, It’s What People Hear Rogers, Everett M. 1983. Diffusion of Innovations, 3rd Edition. New York, Macmillan Free Press.

  22. Session 3: Engaging Others Session Description: The focus of this session is on developing the skills leaders need to engage others in actively pursuing the vision. Participants learn how to use effective communication to develop positive relationships and build high functioning teams. They develop an appreciation for motivating staff through enabling others to act.

  23. Session 3: Engaging Others Learning Objectives: At the conclusion of this session, participants will be able to: • Describe a communication model • State the leader’s role in establishing good communications, both vertically and horizontally • Identify the elements of emotional intelligence • Assess the current level of their emotional intelligence • Define the concept of interdependence as it relates to positive interpersonal relationships

  24. Session 3: Engaging Others Resources Covey, Steven R. 2000. The Seven Habits of Highly Effective People. Free Press, A Division of Simon & Schuster, Inc. Goleman, Daniel. 1997. Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Publishing. Lencioni, Patrick M. 2002. The Five Dysfunctions of a Team: A Leadership Fable. Jossey-Bass, A Wiley Company.

  25. Session 4: Handling Rough Spots Session Description: This session addresses the potential obstacles that can arise when leaders attempt to institute cultural change in their organizations. Areas covered include managing conflicts, overcoming resistance, dealing with difficult people, embracing diversity, and taking risks. The participants learn the importance of challenging the process when necessary.

  26. Session 4: Handling Rough Spots Learning Objectives: At the conclusion of this session, participants will be able to: • Describe the cycle of conflict • Identify conflict styles • Demonstrate good conflict management strategies, both internally and among external stakeholders • Identify the impact of diversity (cultural, gender and generational) in the workplace • List the types of difficult people

  27. Session 4: Handling Rough Spots Learning Objectives: At the conclusion of this session, participants will be able to: • State strategies for dealing with various types of difficult people • Demonstrate the process of holding a fierce conversation • Identify and address systems issues that are impeding the progress of change

  28. Session 4: Handling Rough Spots Resources Brinkman, Rick, and Kirschner, Rick. 2002. Dealing With People You Can’t Stand: How To Bring Out The Best In People At Their Worst. McGraw-Hill. Levi, Daniel. 2007. Group Dynamics for Teams, 2nd Edition. Sage Publications. Scott, Susan. 2002. Fierce Conversations: Achieving Success at Work and in Life One Conversation at a Time. Penguin Books, Ltd.

  29. Session 5: Celebrating Milestones Session Description: This session prepares leaders to establish performance measurements, monitor progress, provide feedback, and recognize and reward successes. The participants learn the importance of ensuring small, incremental wins and celebrating as milestones are reached.

  30. Session 5: Celebrating Milestones Learning Objectives: At the conclusion of this session, participants will be able to: • Develop a set of performance measurements • Identify available data that is useful in measuring results • List what other data they should be collecting • State ways in which data can be used in making decisions • Explain possible pitfalls in failing to use data in context

  31. Session 5: Celebrating Milestones Learning Objectives: At the conclusion of this session, participants will be able to: • Describe how to establish milestones • State the impact of recognizing team and individual performance • Establish a reward and recognition system

  32. Session 5: Celebrating Milestones Resources Collins, Jim. 2001. Good to Great: Why Some Companies Make The Leap…And Others Don’t. HarperCollins Publishers Inc. Poister, Theodore H. 2003. Measuring Performance in Public and Nonprofit Organizations.Jossey-Bass, A Wiley Imprint. Behn, Robert D. 2006. Performance Leadership: 11 Better Practices That Can Ratchet Up Performance, 2nd Edition. IBM Center for the Business of Government.

  33. Session 6: Continuing the Journey Session Description: This session focuses on the ongoing growth and development of both the leader and their staff. Participants learn coaching skills and principles of adult learning to prepare them to be effective in developing staff knowledge and skill areas. It also addresses the issues of workplace wellness, quality of work life, and the importance of humor and fun.

  34. Session 6: Continuing the Journey Learning Objectives: At the conclusion of this session, participants will be able to: • Coach staff for improved performance • Prepare a succession plan • Develop mentoring relationships • State the various dimensions of wellness • Design training based on an adult learning model • Create a plan for their own continued leadership development

  35. Session 6: Continuing the Journey Resources Levering, Robert. 2004. Creating a Great Place to Work: Why It is Important and How It Is Done, Corrections Today. Walters, Jamie. 2001. Six Coaching Strategies You Can Apply in the Workplace. Inc. Newsletter. Knowles, Malcolm S., Holton, Elwood F., and Swanson, Richard A. 2005. The Adult Learner, Sixth Edition: The Definitive Classic in Adult Education and Human Resource Development. Elsevier Inc.

  36. Session 1: The Leadership Journey Session 2: Beginning the Journey Curriculum Structure and Content Session 3: Engaging Others Session 4: Handling Rough Spots Session 5: Celebrating Milestones Session 6: Continuing the Journey

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