Transcript LAMM Tribal Coaching PowerPoint >>

Participant Introductions
1.
2.
3.
4.
5.
6.
Name
Tribe
Something personal you want to share
Job title
Name of tribal child welfare agency
One statement on the major focus of your
tribal child welfare agency’s change initiative
7. A positive word that starts with the first letter
of your name (e.g., Wonderful Willie)
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Leadership Academy for Middle Managers
Tribal Coaching
City, State
Date
National Child Welfare Workforce
Institute (NCWWI) Purpose
To build the capacity of the nation’s child welfare
workforce and improve outcomes for children,
youth, and families through activities that support
the development of skilled child welfare leaders.
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Goal of the Leadership Academy
for Middle Managers (LAMM)
To develop leadership skills for
sustainable systems change to improve
outcomes for children, youth, and families
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Goal of LAMM Tribal
Coaching
To advance tribal leadership of
tribal agencies’ change initiatives
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Tribal Coaching
Participant Objectives
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Apply NCWWI leadership skills in tribal child welfare agencies and
settings
Implement tribal child welfare agency’s change initiatives through
resources and support from small-group and peer coaching
Develop partnerships internally and externally for implementing
sustainable systems change
Identify aspects of Native American history and sphere of influence
that contribute to leadership in tribal child welfare
Identify strengths and challenges as leaders of change
Understand NCWWI Leadership Framework model from an
indigenous perspective
Develop plan of action for implementing tribal child welfare agency’s
change initiative
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Agenda: Day 1
• Welcome and training overview
• Personal story of leading a change
initiative (part 1)
• Break
• Personal story of leading a change
initiative (part 2)
• Review of NCWWI Leadership Model and
tribal perspective to create change
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Agenda: Day 1
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Lunch
World Café discussion
Break
World Café discussion
Personal journals
One-word debrief and adjourn
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The Circle is the sacred symbol of
life…individual parts within the Circle
connect with every other; and what
happens to one, or what one part does,
affects all within the Circle.
—Virginia Driving Hawk Sneeve
Sicangu Oyate Lakota
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Working Agreements
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Four Agreements
1.
2.
3.
4.
Be Impeccable With Your Word
Don’t Take Anything Personally
Don’t Make Assumptions
Always Do Your Best
—Don Miguel Ruiz
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Day 1 Participant
Objectives
• Review and have working knowledge of NCWWI
Leadership Model
• Apply key elements from NCWWI Leadership
Model quadrants through American
Indian/Alaska Native perspective to continue
developing tribal child welfare agency’s change
initiative
• Expand skills through individual, small-group,
and peer coaching to help implement tribal child
welfare agency’s change initiative
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Personal Story of Leading a
Change Initiative
• What is the major focus of your tribal child
welfare agency’s change initiative?
• Why did your tribal child welfare agency choose
this change initiative?
• Tell your personal story of leading change
through this initiative.
• Share your personal successes and challenges.
• Share your priorities for leading change.
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BREAK
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Personal Story of Leading a
Change Initiative (Part 2)
• What did your partner’s leadership story mean to
you as a leader?
• What did you hear that might help you with your
tribal child welfare agency’s change initiative?
• What can you offer as support or validation of
their experience?
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NCWWI
Leadership
Model
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Leading Change
Questions
• How have you used the NCWWI Leadership Model to
guide your work on your tribal child welfare agency’s
change initiative?
• What particular NCWWI Leadership Model quadrant has
been helpful? Leadership Principle?
• What challenges have come up as you’ve tried to
implement your tribal child welfare agency’s change
initiative?
• How have you addressed those challenges (solutions,
strategies)?
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LUNCH
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Welcome to the
World Café
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World Café Guidelines
• After introductions, discuss in your small group the
questions at the table. Everyone may write answers to
the coaching questions on the flip chart.
• After 20 minutes, the coaches stay at their tables to be
Wisdom Keepers for the next group, summarizing the
previous conversation.
• After 20 minutes, participants disperse to new tables of
their choice.
• Repeat the process three times.
• All participants share answers to the coaching questions
and ideas about their tribal child welfare agency’s
change initiatives.
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BREAK
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ICE BREAKER
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NCWWI
Leadership
Model
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Small-Group Coaching
• Discuss challenges of tribal child welfare agency
change initiatives identified in the World Café
• Discuss strategies/solutions heard from peers
• Identify which quadrants of the NCWWI
Leadership Model they experience as
challenging in their work on change initiatives
• Identify which quadrants of the NCWWI
Leadership Model are most helpful for
implementing tribal child welfare agency change
initiatives
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Large-Group Discussion
• What caught your attention today?
• What do you want to know more about?
• What will you consider using in leading
your tribal child welfare agency’s change
initiative?
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PERSONAL
JOURNALS
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ONE-WORD
DEBRIEF AND
ADJOURN
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Good Morning
and
Welcome to Day 2!
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Let us put our minds together
and see what life we can make
for our children
—Sitting Bull
Hunkpapa Lakota
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Agenda: Day 2
• Reflections and review of the day
• Adaptive leadership in tribal child welfare
• Adaptive leadership in small-group
coaching
• Break
• Addressing challenges
• Lunch
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Agenda: Day 2
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Trauma and leadership
Strategies for change
Talking circle
Break
NCWWI leadership principles
Personal journals
One-word debrief and adjourn
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Day 2 Participant
Objectives
• Understand leadership successes and
challenges within cultural and historical context
• Apply adaptive leadership behaviors to tribal
child welfare agency’s change initiative
• Dialogue with individuals with differing opinions
while leading tribal child welfare agency’s
change initiative
• Recognize lateral violence in team members
and identify strategies to address it
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Adaptive Leadership
Adaptive leadership is the practice of
mobilizing people to tackle tough challenges
and thrive
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Behaviors of Adaptive
Leadership
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Get on the balcony
Think politically
Be open to all voices
Regulate distress
Give the work back to the people
Orchestrate conflict
Hold steady
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Adaptive Leadership
Small-Group Coaching
• What adaptive leadership behaviors will be most helpful
to you in implementing your tribal child welfare agency’s
change initiative?
• What adaptive leadership behaviors have you already
used?
• What behaviors will be most challenging for you to
apply?
• Where will you find support for practicing adaptive
leadership?
• What challenges will you face as you try to apply some
of the adaptive leadership behaviors to your work?
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BREAK
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Leadership Challenges
Dialogue Through Role Play
• Four roles
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Storyteller (Mover)
Follower (Champion)
Opposer (Resistor)
Wisdom Keeper (Holder of Knowledge)
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LUNCH
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Trauma and Leadership
The honor of one is the honor of
all…The pain of one is the pain of all…
—The Promulgation of Universal Peace
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Lateral Violence in Tribal
Child Welfare Agencies
Internalized oppression
Lateral violence
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Definition of Lateral
Violence
Lateral violence is the expression of repressed
anger, fear, and terror that can only be safely
vented upon those closest to it as when they are
being oppressed. People who are victims of a
situation of dominance turn on each other instead
of confronting the system that opposes them.
—Mick Gooda
We have met the enemy and it is us.
—Pogo
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Examples of Lateral
Violence
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Tribal members vs. non-tribal members
Mixed-blood vs. full-blood
State vs. tribe
Urban vs. reservation
Youth vs. elders
Men vs. women
Formally educated vs. grassroots
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Effects of Lateral Violence
in the Workplace
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Sleep disorders
Poor self esteem
Hypertension
Low morale
Apathy
Disconnectedness
Removal of self from workplace, psychologically
or physically (sick leave, stress leave,
resignation)
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Systemic Issues
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Abuse of power
Control issues
Ineffective meetings
Lack of collaboration
Lack of regular positive feedback
Rumors and gossiping (triangulation)
Failure to respect privacy
Sabotaging behaviors
Shaming
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Strategies for Change
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Identify the problem(s)
Raise issues at staff meetings
Use talking circles to process
Engage in reflective practice
Make self-care a priority
Be willing to speak up when you see
issues
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TALKING CIRCLE
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BREAK
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ICE BREAKER
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NCWWI Leadership
Principles
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Adaptive
Collaborative
Distributive
Inclusive
Outcome-focused
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PERSONAL
JOURNALS
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ONE-WORD
DEBRIEF AND
ADJOURN
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Good Morning and
Welcome to Day 3!
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People say that crisis changes people
and turns ordinary people into wiser or
more responsible ones.
—Wilma Mankiller
Cherokee
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Agenda: Day 3
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Reflections and review of the day
Leading for sustainable systems change
Break
Change initiative revisions
Culturally responsive logic model
Lunch
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Agenda: Day 3
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Change initiative action plans
Parking lot
Evaluation
Closing circle and reflections
Adjourn
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Day 3 Participant
Training Objectives
• Develop action plan
• Renew motivation for change initiative
• Measure learning against baseline of
opening exercise
• Identify resources (including people) for
support as you continue to develop and
implement tribal child welfare change
initiatives
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Continuum of Power
Power
Over
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Power
With
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Leading for Sustainable
Systems Change
• Who has power over you and what is that relationship
like? Examples: immediate supervisor, head of
department, chief financial officer, tribal council,
contracts officer, legal department
• What do you do when the person who has power over
you or your program is incompetent, dysfunctional, or
unethical?
• How can you be more proactive in your interaction with
this person?
• Role-play a situation from your group as it currently is
and then with a positive outcome (don’t use real
names!). What strengths brought the desired results?
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BREAK
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Change Initiative
Revisions
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Logic Model
Resources
needed to
operate your
program
Inputs
If you have
those
resources,
then you can
accomplish
your activities
Actions
If you
accomplish
your planned
activities, then
you will deliver
the services
you intended
Outputs
If you deliver
your planned
services, then
participants
will benefit in
predictable
ways
Outcomes
If these
benefits are
achieved, then
certain
changes in
communities,
organizations,
or systems can
be expected to
occur
Results
Adapted from “Logic Model Development Guide,” by W.K. Kellogg Foundation, 2004.
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Culturally Responsive
Logic Model
Indian Health Care
Resource Center of Tulsa
Expected outcomes
• Ensure needed mental/behavioral
health services are available
• Increase families’ access to these
services
• Improve quality of services so that
they are acceptable to American
Indian youth and their families
• Promote knowledge of youth
issues and community strengths
• Support building a strong urban
Indian community that offers
natural support to youth and
families
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Logic Model Template
Vision:
Inputs
Outputs
Actions
Intermediate
Outcomes
Initial Outcomes
Results
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LUNCH
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Change Initiative Action
Plans
• What is your step-by-step plan for moving forward with your
tribal child welfare agency’s change initiative?
• How is what you propose different from what you originally
envisioned during the LAMM training?
• If a change initiative stalls, what steps will you take to move it
forward? Who or what process can help?
• What is your timeline for the steps you will take to implement
the change initiative?
• What strengths do you and your team have to move the
change initiative forward?
• What barriers do you foresee? What will you do to overcome
the barriers?
• What other resources do you need?
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Parking Lot
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Evaluation
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Closing Circle
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ADJOURN:
THANK YOU AND
SAFE TRAVELS
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