Responsive Leadership in Social Services: A Practical Approach for Optimizing Engagement and Performance

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Edited by: Stephen de Groot

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    Acknowledgments

    I would like to thank my parents, Adrian and Sandra, for their constant patience, understanding, and support for all that I am and all that I do. I thank them for teaching me the importance of working hard and caring about the work that I do with even greater determination. Thank you.

    To all of the clients, frontline workers, supervisors, and managers who have trusted me enough to share their stories, to teach me how to be a better leader—I thank you. The positive differences that have and continue to happen from what I know and how I do things would not have been possible without your feedback, support, and guidance. Thank you.

    Words cannot describe the depth of heartfelt gratitude I hold for my two boys, Brayden Riley and Ethan Zane. Kind, caring, and understanding, they continue to support me so that I may support others. Thank you for your patience and the compromises you continue to make so that we can make the world better for others. Thank you.

    I would like to thank my family, team members, and friends who continue to be there and help out whenever I need them. Most importantly, I want to thank them all for their patience and tolerance of my sometimes unique and unorthodox ways to make things better. Thank you.

    A special thank you to the great people who took the time to review the original manuscript, provide feedback and input, and pose great questions for me to consider going forward. Thank you Tania Alameda-Lawson (Binghampton University), Gregg Allinson (Beaufort County Community College), Kathy Elpers (University of Southern Indiana), Bruce D. Hartsell (California State University Bakersfield), Judith E. Hefren (Florida State University), Leslie W. O’Ryan (Western Illinois University - Quad Cities), Raymond Sanchez Mayers (Rutgers University), and Denise K. Sommers (University of Illinois Springfield). Your efforts were and continue to be appreciated. This work is better because of your meaningful contributions.

    I would like to thank Sage Publications for gifting me with the opportunity to make a contribution and work with other leaders to make the lives of other people better. I would like to thank my editor, Kassie Graves. Thank you for your dependability and support, your gentle and persistent reminders, but above all, I appreciate that you provided a space for me to be me. Thank you.

    Preface

    If your actions inspire others to dream more, learn more, do more and become more, you are a leader.

    — John Quincy Adams
    An Important Note to Social Service Leaders

    Thank you for taking on one of the most important, challenging, and complex roles in social services. Unless one has operated in the role(s) of team leader, supervisor, coordinator, or manager in any of the varied sectors of social services, one cannot truly understand the inherent, multifarious challenges that arise from the complex roles and responsibilities of a social services leader. Thank you for committing yourself to support, supervise, and/or manage exceptionally valuable human-caring work through other people. Thank you for wanting the best and doing your best for the incredible people that work with you and for the important people that they serve and support. You cannot be thanked enough for your commitment, dedication, and hard work. Thank you, thank you, thank you.

    Background

    Leadership within the social services industry is gratifying and also very challenging. However, it does not have to be as difficult as it is. The work presented in this book was constructed as an effort to make your role as a leader less complex, less stressful, and much more rewarding. It has been motivated, over 20 years, by my experiences as a frontline helper, university instructor, supervisor, manager of supervisors, trainer of supervisors, and consultant to and with supervisors. It has been inspired by my own field experience and thousands of collaborations and conversations with managers, supervisors, and frontline workers who have conveyed a need and/or desire for something BETTER—better leadership for themselves, for their work, and above all for the important people they serve.

    Whether you are brand new to the role of leadership or you have been doing it for years, this book is intended to enhance the meaning, value, and quality of your leadership efforts so that you may enhance the capacities of your workers in a manner that translates into higher quality service for the people they are responsible to care for and support. It was developed to provide you and all leaders in social services with valuable insights and practical strategies for inspiring, motivating, and engaging employees and staff teams to feel BETTER, be BETTER, and do BETTER as they carry out their important work with children, youth, families, and communities.

    Structure of the Book

    This work has been designed to build a strong case as to why a Responsive Leadership Approach is essential for approximating and achieving preferred outcomes for both employee and clients. While the discussions presented are intended to be relevant and insightful for all leaders in the various social service sectors, the real potency of this work stems from the highly practical and immediately operational leadership tools and strategies offered throughout. It is my hope that the applications offered will affirm and validate what you are already doing well as a leader and provide additional hints, tips, and strategies for developing and advancing your leadership capacities further.

    The book is divided into two main parts. Part I comprises Chapters 1 and 2 and is geared toward setting the stage and building a solid case for a Responsive Leadership Approach in social services.

    Chapter 1 presents an honest look at the challenging realities of the current social services system, highlighting serious impediments to preferred practice and employee outcomes. The first chapter notes the multifarious and negative implications of such impediments on the overall well-being of workers and links worker stress, intent to leave, and burnout to less-than-positive outcomes for clients. Quality supervision is presented as a major factor for mitigating many of the effects of identified organizational and work challenges; however, supervisors and quality supervision are not immune from the challenges and impacts of very tough work environments. Chapter 1 concludes by suggesting that leadership is the answer we might be looking for.

    Chapter 2 builds on Chapter 1 and continues to compose a strong case for the leadership tools and strategies offered in Part II. The second chapter begins with a definition of leadership and suggests an important shift from supervision to leadership as inspiration. The discussion reviews a wealth of practice wisdom, scholarship, and research to demonstrate the role effective and quality leadership plays in enhanced and sustained worker engagement, motivation, and overall performance, including the positive impact these have on preferred outcomes for clients. Chapter 2 concludes by tying together what we know about quality and effective leadership with an introduction, overview, and guiding priorities of a Responsive Leadership Approach.

    Part II of the book comprises Chapter 3 through Chapter 8. These sections offer a springboard from the conceptual to the highly practical by bridging the discussion established in Part I to the tools and strategies that accommodate the guiding priorities of a Responsive Leadership Approach offered throughout Part II.

    Chapter 3 presents the important idea that quality and effective leadership are determined by the perception and experiences of individual members. The discussion emphasizes the benefits for leaders in learning about and engaging the unique needs, values, goals, and strengths embedded within employees’ experiences. The Key Performance Motivators Scale (KPMS) and the Preferred Leadership Profile (PLP) are presented and discussed as valuable tools for enhancing and sustaining worker, engagement, motivation, and overall performance.

    Chapter 4 represents a very detailed account of the importance of discovery and meaning-making within the Responsive Leadership framework. This section of the book offers leaders a comprehensive rationale and detailed process outline of the most effective communication strategy for creating a pathway to the employee and the employee’s story. Several case situations are presented to illustrate the structure and process for meaning-making and discovery.

    Chapter 5 is devoted solely to a strengths-based approach in leadership. The discussion opens by establishing the rationale and need for a strengths-based approach as an important method to counter the negative implications of problem-oriented approaches to supervisory training and performance development common in social services. A thorough overview, including the key components of a strengths-based approach, is presented in the context of a Responsive Leadership Approach. The chapter offers a variety of strengths-based tools and strategies, coupled with illustrative examples of the strengths-focused methods in operation. Finally, the discussion offers a substantial list of positive and profound implications for worker and client outcomes that are a direct result of a strengths-based approach to leadership practice.

    Chapter 6 offers a concentrated focus on doing inspiration and represents the most practical portion of the book. Built around the Key Performance Motivators Scale presented in Chapter 3, this segment introduces seven domains (relationship, vision and values, mission and goals, appreciative, personal/professional, feedback, and strengths) that can be accessed by leaders to enhance the motivation of most workers. Each domain offers leaders a plethora of tried-and-tested strategies to positively influence the attitudes and behaviors of workers to perform optimally.

    Chapter 7 covers one of the most popular topics of interest for social service leaders: understanding and effectively dealing with employee opposition and resistance. The discussion opens up by defining and identifying various types of employee resistance and oppositional behavior. The chapter sets out competing perspectives on employee resistance and demonstrates the differential impacts these perspectives have on a leader’s ability to effectively handle concerning and/or challenging behaviors. A variety of proactive approaches for decreasing and even eliminating resistance and opposition are offered throughout this segment as important considerations for all leaders. The discussion emphasizes the four core Responsive Leadership guiding principles that are foundational for dealing with employee opposition in the most efficient and effective manner. Finally, as an attempt to provide the most illustrative guide to the step-by-step Responsive Leadership Process for eliminating challenging employee attitudes and behaviors, a case situation is presented in detail. This section may represent one of the most important segments of the work as it brings to bear almost all Responsive Leadership tools and strategies offered throughout the entire book.

    Chapter 8 represents a brief epilogue as the conclusion to the work offered herein. This final segment revisits the intentions and anticipated outcomes that were established at the beginning of the book. In an effort to maintain the practical disposition of the work offered, the epilogue provides the reader with some final insights and important considerations to further enhance their own leadership quality.

    A Preferred Leadership Profile (PLP) and Key Performance Motivators Scale (KPMS) are available to those using this book. To access these tools, visit study.sagepub.com/degroot.

    In addition to providing information and practical strategies for enhancing worker engagement, motivation, and overall performance, Chapters 1 through 7 offer the reader summaries of important points and valuable leader reflections and important considerations based on the content. These final sections of each chapter were constructed so that you may connect with your experience of the material in a manner that may fortify your capacity and efficacy as a leader, on your own personal and professional journey to enhanced leadership development.

    About the Author

    Stephen de Groot is a clinical and organizational consultant and author of the Relationship Based Strengths Approach (RBSA) (2003, 2013) for helping, the Empowering Social Workers Project (2006, 2010), and the Responsive Leadership Approach (2013) for Supervisors and Managers. As an associate professor and sessional instructor, de Groot has taught in both BSW and MSW programs for seven years with the faculty of social work at the University of Manitoba. Stephen has worked with more than 200 organizations within the human services and corporate sectors and has provided support, education, and learning development to professionals working in child welfare, mental health, child and youth care, youth homelessness, addictions, justice, education, and health. As an international trainer of more than 20,000 participants, de Groot has made it his mission not only to inspire people but to empower and equip them with knowledge and tools so that they may also inspire and transform themselves and those for whom they are responsible. Stephen has occupied and continues to operate in a myriad of roles such as consultant, supervisor/manager, executive coach, trainer, author, and international speaker. Outside of his professional endeavors, Stephen continues to help others by devoting a great deal of his resources to giving and charity work. He is founder of the Getting to BetterTM Initiative and chair of the advisory board of a global kindness movement known as Life Vest InsideTM. De Groot also promotes and supports the great work of two important nonprofit organizations: See BeautifulTM and VOICES, Manitoba’s Youth in Care Network.

    Acknowledgements

    To my brother, David John de Groot, and my friend Christopher David Surbey. You inspired me, and you continue to do so everyday.

  • Appendix A

    Key Performance Motivators Scale (KPMS)

    The following list of items identifies important employee motivators for enhancing engagement, job satisfaction, performance, and organizational commitment.

    For each item below, please rate on a scale of 1 to 10 the level of value and meaning each has for you. A 1 represents the item that holds little if any value and/or meaning for you, whereas 10 represents the item that holds the greatest value and/or meaning for you.

    Quality Relationships

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Personal and/or Professional Values

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Vision and/or Values

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Mission and Goals

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Tasks of Interest

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Personal and/or Professional Growth

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Make a Difference/Results

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Three As – Acknowledgment, Admiration, Appreciation

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Constructive Feedback

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Sense of Control

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Strengths Focus

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Leader–Member Discussion Points
    • What were your top four Performance Motivators?
    • Which of the Performance Motivators do you connect with the least?
    • Do you think there might be ways to enhance your connection to Key Performance Motivators in the work and/or the work environment? What might that look like?
    • Is there anything else we have not yet discussed that you feel is a source of motivation for you? If so, what might that be?

    Appendix B

    Preferred Leadership Profile

    NAME _________________________________________________________

    Position/Title ___________________________________________________

    Date ____________

    Values
    • In familiarizing yourself with the mission and vision of the organization or program, what stood out as significant or meaningful for you?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Does the organization or program’s vision and mission resonate or connect with any of your personal values? What values might those be?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Do any of the organizational or program’s goals or objectives reflect or resonate with any of your personal goals? What are they?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What is it that brought you to your current position?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What are the things that keep you there?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What’s in it for me (WIIFM)? This is not a selfish question. We are all in certain roles or jobs at different times for different reasons. Sometimes it can be about

      • making a positive difference,
      • working to advance in one’s career,
      • earning a living,
      • gaining experience,
      • enjoying a challenge, and/or
      • fostering personal growth.

    In your current position or job, what would you say is or are your WIIFMs? What’s in it for you?

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    Preferred Outcomes
    • What do you see as your role (not your title) with your clients?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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      _____________________________________________________________________________________

    • What is it that you hope to accomplish—day to day, week to week, month to month, year to year—with your clients? What do you want for them?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What would you define as the best team and/or work environment you would like to work within? Be as detailed as possible.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What do you think you can or will do to contribute to a team and working environment that you described above? Be as detailed as possible.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    Strengths
    Professional Relevance
    • What would you say are some of your professional strengths? What are you good at? What have coworkers (past or present) appreciated, acknowledged, and/or admired about the things you do or how you interact with others at work? List as many as possible.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • If not yet listed, what are some of your experiences, skills, talents, knowledge, or attitudes that you think would enhance the work we do to improve the overall capacity of the team and the organization? List as many as possible.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    Personal Relevance
    • What would you say are some of your personal strengths? What do you feel like you are good at?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What are your interests, hobbies, and talents as well as your connections to family, friends, community, and culture that you admire and appreciate about your life?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    Performance Support Preferences
    • What goals or aspirations do you have for yourself as they relate to professional performance and growth? These should be what you feel are important, not what others have defined as important. Please list at least two.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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    • Are there aspects that you would like to improve upon or enhance in the area of your identified strengths?

      _____________________________________________________________________________________

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    Preferred Learning Preferences
    • In your own words, how would you say that you learn best?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Below are several examples of learning styles. Which would you say you prefer? On a scale from 1 to 4, with 1 being your greatest preference and 4 being your least preferred, how would you rate each learning style?

      • _____. Thinker — I like to logically think things through. I like to learn about the theories and models for new ideas and ways of working. I like to sit back and analyze or synthesize information to make sense of it. I would prefer to read about a model or a new approach rather than jump in and try it out. I like to have the time to question and probe assumptions.
      • _____. Reflector — I like to stand back and observe from different angles and perspectives before making a conclusion. I prefer to have accurate information and data gathered from different people and different sources. I like to watch activities, listen to discussions, or observe a group in order to put things together and learn about what needs to be done next.
      • _____. Sensors — I like to involve myself and jump into new experiences and learn from that experience. I try to be open-minded and not skeptical of new ideas or ways of working. I thrive on the challenge of new and unique experiences—the newer and more exciting the better. I love brainstorming activities and role-playing exercises. I need to be involved.
      • _____. Actor — I want to try ideas, theories, and techniques out in practice to see if they work. I like to experiment with applications. I can’t wait to get back from training to try things out. I like when things are straightforward, practical, and down-to-earth. If there is a better way (because their usually is) to do something, let’s find it and try to do it.
    Quality Supervision and Support Ingredients
    • Consider a time when a management, supervision, or a coaching or mentoring experience was exceptionally meaningful, effective, or the most valuable? What made it so great? Please list the qualities or the ingredients that contributed to that experience of supervision being so wonderful.

      _____________________________________________________________________________________

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    • Consider your best manager, supervisor, coach, or mentor ever. What were the qualities or ways of acting or interacting that made him or her the best. List as many qualities as you can think of.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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      _____________________________________________________________________________________

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      _____________________________________________________________________________________

      _____________________________________________________________________________________

    Unhelpful Supervision and Support Ingredients
    • Consider a time when supervision and/or support was not meaningful, effective, or valuable. What made this experience so poor?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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    • Consider a manager, supervisor, coach, or mentor (without identification) that you were less than satisfied with. In what manner did he or she act or interact that made the experience less than satisfying? List as many unhelpful actions or interactions that made the experience what it was.

      _____________________________________________________________________________________

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    Management/Supervisory Support: Structure and Process Preferences
    • When you consider your role, relevant job requirements, and responsibilities, what do you feel are your needs for supervision and support sessions? Do you feel you require more? Less? Please explain.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • How often would you prefer supervision and support sessions? Please explain.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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      _____________________________________________________________________________________

    • Is there a time of day that you feel better suits you for supervision and support sessions? Please explain.

      _____________________________________________________________________________________

      _____________________________________________________________________________________

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      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Do you have a preference for the location of supervision and support sessions? (Examples: my office, your office, boardroom, hallway, on site, off site, other)

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Can you identify what your preferences might be for the process of supervision and support sessions? Please identify by checking the identified preference box on the list below. Feel free to add more, if you like.

      • Individual sessions
      • Group sessions
      • Formal
      • Informal
      • Conversational (back and forth)
      • One-way (supervisor to supervisee) with advice on work, progress, and goals
      • Lead with strengths
      • Lead with concerns
      • Lead with areas for development
      • Collegial dialogue
      • Questions and answers
      • Case discussions
      • Formal learning or teaching
      • Acknowledgment of what’s going well
      • Focus on performance areas (PDP)
      • Opportunity to ask questions
      • Consultation on performance and advisement
      • Directed (just tell me what needs to be done)
      • Practice or role-plays

    Other:_____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    _____________________________________________________________________________________

    Currency for Communication, Feedback, and Support

    While there are many criteria and qualities that result in effective communication and feedback, such as clear, respectful, straightforward, concrete, clear expectations, and so forth, not all people require or prefer the same approach. Our “currencies” for communication and support may vary. Therefore, please note some of your preferences for how you would like feedback. What are the dos and don’ts that should be observed when there is a need to provide you with constructive feedback? In other words, for feedback to be effective and received, what do others need to pay attention to?

    The following is an example for John Doe.

    John Doe’s dos and don’ts for effective and meaningful feedback

    DODON’T

    Be positive

    Yell at me

    Let me know you want to talk

    Ambush me

    Give me time to respond

    Expect an answer immediately

    Be respectful

    Talk over me

    Give me a chance to tell my side

    Make assumptions

    Be patient

    Interrupt

    Make the time

    Try to squeeze in something that needs time

    Do it in private

    Do it in public

    Respect confidentiality

    Tell others

    Give it to me straight

    BS me

    Please take a moment to list as many dos and don’ts that should be observed when providing constructive or developmental feedback.

    DO   DON’T

    DISCUSSION AREA

    • Is there anything I can do to make supervision and support more meaningful, valuable, or productive for you?
    • Are there things I need to consider or avoid in order to make supervision and support more meaningful, valuable, or productive for you?

    Appendix C

    Strengths Index

    Date: ________________

    Employee Name: ________________________________________________

    Program: _________________________________________________________

    Position: _______________________________________________________

    Appendix D

    Strengths Index

    Date: ________________

    Employee Name: ________________________________________________

    Program: _________________________________________________________

    Position: _______________________________________________________

    Communication

    Relationships With Clients

    Team Member

    Documentation

    Case Management

    Appendix A

    Key Performance Motivators Scale (KPMS)

    The following list of items identifies important employee motivators for enhancing engagement, job satisfaction, performance, and organizational commitment.

    For each item below, please rate on a scale of 1 to 10 the level of value and meaning each has for you. A 1 represents the item that holds little if any value and/or meaning for you, whereas 10 represents the item that holds the greatest value and/or meaning for you.

    Quality Relationships

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Personal and/or Professional Values

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Vision and/or Values

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Mission and Goals

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Tasks of Interest

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Personal and/or Professional Growth

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Make a Difference/Results

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Three As – Acknowledgment, Admiration, Appreciation

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Constructive Feedback

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Sense of Control

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Strengths Focus

    1--------------------------------------------5--------------------------------------------10

    Comments:

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    __________________________________________________________________________________

    Leader–Member Discussion Points
    • What were your top four Performance Motivators?
    • Which of the Performance Motivators do you connect with the least?
    • Do you think there might be ways to enhance your connection to Key Performance Motivators in the work and/or the work environment? What might that look like?
    • Is there anything else we have not yet discussed that you feel is a source of motivation for you? If so, what might that be?

    Appendix B

    Preferred Leadership Profile

    NAME _________________________________________________________

    Position/Title ___________________________________________________

    Date ____________

    Values
    • In familiarizing yourself with the mission and vision of the organization or program, what stood out as significant or meaningful for you?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Does the organization or program’s vision and mission resonate or connect with any of your personal values? What values might those be?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • Do any of the organizational or program’s goals or objectives reflect or resonate with any of your personal goals? What are they?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What is it that brought you to your current position?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What are the things that keep you there?

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

      _____________________________________________________________________________________

    • What’s in it for me (WIIFM)? This is not a selfish question. We are all in certain roles or jobs at different times for different reasons. Sometimes it can be about

      • a. making a positive difference,
      • b. working to advance in one’s career,
      • c. earning a living,
      • d. gaining experience,
      • e. enjoying a challenge, and/or
      • f. fostering personal growth.

    In your current position or job, what would you say is or are your WIIFMs? What’s in it for you?

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    Preferred Outcomes
    • What do you see as your role (not your title) with your clients?

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    • What is it that you hope to accomplish—day to day, week to week, month to month, year to year—with your clients? What do you want for them?

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    • What would you define as the best team and/or work environment you would like to work within? Be as detailed as possible.

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    • What do you think you can or will do to contribute to a team and working environment that you described above? Be as detailed as possible.

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    Strengths
    Professional Relevance
    • What would you say are some of your professional strengths? What are you good at? What have coworkers (past or present) appreciated, acknowledged, and/or admired about the things you do or how you interact with others at work? List as many as possible.

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    • If not yet listed, what are some of your experiences, skills, talents, knowledge, or attitudes that you think would enhance the work we do to improve the overall capacity of the team and the organization? List as many as possible.

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    Personal Relevance
    • What would you say are some of your personal strengths? What do you feel like you are good at?

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    • What are your interests, hobbies, and talents as well as your connections to family, friends, community, and culture that you admire and appreciate about your life?

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    Performance Support Preferences
    • What goals or aspirations do you have for yourself as they relate to professional performance and growth? These should be what you feel are important, not what others have defined as important. Please list at least two.

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    • Are there aspects that you would like to improve upon or enhance in the area of your identified strengths?

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    Preferred Learning Preferences
    • In your own words, how would you say that you learn best?

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    • Below are several examples of learning styles. Which would you say you prefer? On a scale from 1 to 4, with 1 being your greatest preference and 4 being your least preferred, how would you rate each learning style?

      • A. _____. Thinker — I like to logically think things through. I like to learn about the theories and models for new ideas and ways of working. I like to sit back and analyze or synthesize information to make sense of it. I would prefer to read about a model or a new approach rather than jump in and try it out. I like to have the time to question and probe assumptions.
      • B. _____. Reflector — I like to stand back and observe from different angles and perspectives before making a conclusion. I prefer to have accurate information and data gathered from different people and different sources. I like to watch activities, listen to discussions, or observe a group in order to put things together and learn about what needs to be done next.
      • C. _____. Sensors — I like to involve myself and jump into new experiences and learn from that experience. I try to be open-minded and not skeptical of new ideas or ways of working. I thrive on the challenge of new and unique experiences—the newer and more exciting the better. I love brainstorming activities and role-playing exercises. I need to be involved.
      • D. _____. Actor — I want to try ideas, theories, and techniques out in practice to see if they work. I like to experiment with applications. I can’t wait to get back from training to try things out. I like when things are straightforward, practical, and down-to-earth. If there is a better way (because their usually is) to do something, let’s find it and try to do it.
    Quality Supervision and Support Ingredients
    • Consider a time when a management, supervision, or a coaching or mentoring experience was exceptionally meaningful, effective, or the most valuable? What made it so great? Please list the qualities or the ingredients that contributed to that experience of supervision being so wonderful.

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    • Consider your best manager, supervisor, coach, or mentor ever. What were the qualities or ways of acting or interacting that made him or her the best. List as many qualities as you can think of.

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    Unhelpful Supervision and Support Ingredients
    • Consider a time when supervision and/or support was not meaningful, effective, or valuable. What made this experience so poor?

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    • Consider a manager, supervisor, coach, or mentor (without identification) that you were less than satisfied with. In what manner did he or she act or interact that made the experience less than satisfying? List as many unhelpful actions or interactions that made the experience what it was.

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    Management/Supervisory Support: Structure and Process Preferences
    • When you consider your role, relevant job requirements, and responsibilities, what do you feel are your needs for supervision and support sessions? Do you feel you require more? Less? Please explain.

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    • How often would you prefer supervision and support sessions? Please explain.

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    • Is there a time of day that you feel better suits you for supervision and support sessions? Please explain.

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    • Do you have a preference for the location of supervision and support sessions? (Examples: my office, your office, boardroom, hallway, on site, off site, other)

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    • Can you identify what your preferences might be for the process of supervision and support sessions? Please identify by checking the identified preference box on the list below. Feel free to add more, if you like.

      • Individual sessions
      • Group sessions
      • Formal
      • Informal
      • Conversational (back and forth)
      • One-way (supervisor to supervisee) with advice on work, progress, and goals
      • Lead with strengths
      • Lead with concerns
      • Lead with areas for development
      • Collegial dialogue
      • Questions and answers
      • Case discussions
      • Formal learning or teaching
      • Acknowledgment of what’s going well
      • Focus on performance areas (PDP)
      • Opportunity to ask questions
      • Consultation on performance and advisement
      • Directed (just tell me what needs to be done)
      • Practice or role-plays

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    Currency for Communication, Feedback, and Support

    While there are many criteria and qualities that result in effective communication and feedback, such as clear, respectful, straightforward, concrete, clear expectations, and so forth, not all people require or prefer the same approach. Our “currencies” for communication and support may vary. Therefore, please note some of your preferences for how you would like feedback. What are the dos and don’ts that should be observed when there is a need to provide you with constructive feedback? In other words, for feedback to be effective and received, what do others need to pay attention to?

    The following is an example for John Doe.

    John Doe’s dos and don’ts for effective and meaningful feedback

    DODON’T

    Be positive

    Yell at me

    Let me know you want to talk

    Ambush me

    Give me time to respond

    Expect an answer immediately

    Be respectful

    Talk over me

    Give me a chance to tell my side

    Make assumptions

    Be patient

    Interrupt

    Make the time

    Try to squeeze in something that needs time

    Do it in private

    Do it in public

    Respect confidentiality

    Tell others

    Give it to me straight

    BS me

    Please take a moment to list as many dos and don’ts that should be observed when providing constructive or developmental feedback.

    DO   DON’T

    DISCUSSION AREA

    • Is there anything I can do to make supervision and support more meaningful, valuable, or productive for you?
    • Are there things I need to consider or avoid in order to make supervision and support more meaningful, valuable, or productive for you?

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