Welcome to Day 2
Let’s brainstorm! 1. How can you reliably ensure your staff do not operationalize any of the values and principles of Wraparound? 2. Be brutally honest, of those listed, what would your staff say you currently do? 3. What can you commit to stop doing upon returning to your office that shifts their perception of how the values are expected to be operationalized?
Leadership What kind of leader are you?
Transformational leadership is a style of leadership where a leader works with staff to identify needed change, creating a vision to guide the change through inspiration, and executing the change in tandem with committed members of a group.
Transformational Leadership Serves to enhance the motivation, morale, and job- performance of staff through: • connecting the staff’s sense of identity and self to a project and to the collective identity of the organization; • being a role model for staff to inspire them and to raise their interest in the project; • challenging staff to take greater ownership for their work; and • understanding the strengths and weaknesses of staff, allowing the leader to align staff with tasks that enhance their performance.
Assumptions • People will follow a person who inspires them. • A person with vision and passion can achieve great things. • The way to get things done is by injecting enthusiasm and energy .
What Does It All Mean? 4 Elements of Transformational Leadership Leader Instills Idealized Leader Acts Pride, Respect Influence Confidently And Trust Inspirational Leader Is Leader is Motivating To Inspiring Motivation Staff Leader Leader Accepts Intellectual Stimulates Different Stimulation Critical Thinking Perspectives Leader is Individualized Leader is Appreciative Of Appreciative Of Others' Consideration Others' Needs Contributions Bass, B. M,(1985), Leadership and Performance, N.Y. Free Press.
Breaking It Down Further Leader Displays Idealized Leader Displays Traits of Pride Traits of Honesty Influence and Enthusiasm Leader Gives Leader Inspirational Reason and Establishes a Purpose to the Motivation Vision Task Leader Intellectual Leader Becomes Challenges the Stimulation the Teacher Status Quo Leader as a Role Leader is a Individualized Model and Motivator of Consideration Facilitator Tasks Bass, B. M,(1985), Leadership and Performance, N.Y. Free Press.
Operationalizing 1. Think about the installation of wrapround in your organization, what is/was your vision/goal for your team? 2. What are common activities associated with the work prior to wraparound and which of those will need to be challenged? 3. Name 2 things you feel will be crucial to role model for your staff that will support the successful installation of wraparound in your organization. 4. Now create 5 non-negotiables that you need to set for staff that will lay the foundation for quality wraparound to occur.
Time for Lunch
Creating Enthusiasm Think of your vision, the challenges to the status quo, and your non- negotiables… How will you create enthusiasm for your team around those established goals for yourself as the leader of your team? Think of at least 2.
Common Mistakes • Not providing feedback • Not making time for your team • Not defining goals • Rushing the hiring process • Being too hands-off • Not walking the walk • Not recognizing your role has changed
Lack of confidence, motivation, autonomy, & time Experience Quality Critical Outcome thinking Cost- s Effective Professional Growth Empowerment Training Coaching Booster Trainings Conferences Roots: • Family expectations Adapted from Houser and Omen (2011). • Evidence- Based Practice: An Caring • Clinical Practice Implementation Practice Guide for • Healthcare Organizations. Jones and Family preferences • Experience Bartlett Learning, Sudbury, MA.
It’s been great! What is one thing you will take back to your office and implement? Why is that important?
Resources Burns, J.M, (1978), Leadership, N.Y, Harper and Row Bass, B. M,(1985), Leadership and Performance, N.Y. Free Press. Houser and Omen (2011). Evidence- Based Practice: An Implementation Practice Guide for Healthcare Organizations. Jones and Bartlett Learning, Sudbury, MA. The Institute for Innovation and Implementation – http://ssw.umaryland.edu/theinstitute National Wraparound Implementation Center (NWIC) – www.nwic.org National Wraparound Initiative – http://www.nwi.pdx.edu
Contact Information National Wraparound Implementation Center (NWIC) www.nwic.org Email: nwic@ssw.umaryland.edu The Institute for Innovation and Implementation University of Maryland, School of Social Work 525 W. Redwood St Baltimore, MD 21201-1023 Email: theinstitute@ssw.umaryland.edu Website: www.ssw.umaryland.edu/theinstitute
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