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Semelhante a Youth Worker Values Meet Millennial Leadership Needs
Semelhante a Youth Worker Values Meet Millennial Leadership Needs (20)
Youth Worker Values Meet Millennial Leadership Needs
- 1. F I N D I N G S F R O M A D I R E C T S E R V I C E S U P E R V I S O R P E R S P E C T I V E Youth Worker Values are Millennial Leadership Values Angelina Peluso 2012
- 2. 2009: The Question that Started it All What does it take to raise professionalism and quality through supervision of youth workers?
- 3. Youth Worker Needs for Professional Growth •To feel cared about and cared for in the workplace Regular, safe opportunities to reflect and learn with peers & supervisor To feel valued and trusted in their role by others in the organization Caring, personalized support before, during, and after new leadership experiences to build confidence and skills Connections to larger networks of professional youth workers Job security and growth opportunities in the program/agency/field
- 4. Managing for Positive Youth Development: Linking Management Practices to Instructional Performances in Out-of-school Time Organizations (Smith, et al. 2009) “Our findings suggest that it is possible to more tightly couple management and instructional systems in afterschool programs and thereby raise the quality of staff performance…. it is possible to achieve conditions of tight coupling and improved performance by intervening with program management to build skills focused on adult learning in the supportive context of a professional learning community.” (p 20)
- 5. Youth Worker Values Meet People Where They Are Authentic Leadership Experiential Learning Stability and Safety Voice and Choice Sense of Belonging and Purpose
- 6. Professional Leadership Values Meet People Where They Are Authentic Leadership Experiential Learning Stability and Safety Voice and Choice Sense of Belonging and Purpose Flexibility and Individualized Support Leadership, Shared Power, and Career Ladders Reflective Practice and Lifelong Learning Trust, Transparency, Employment Stability, Liveable Wage & Healthcare Authority to Make Decisions & Learn From Them Shared Vision and Mission
- 7. Agency/Youth Manager Leadership Development We can increase quality by viewing our nonprofit, social change, youth serving agencies as a model of human leadership development for not only participants, but employees as well. NEEDS •To feel cared about and cared for in the workplace •Regular, safe opportunities to reflect and learn with peers & supervisor •To feel valued and trusted in their role by others in the organization •Caring, personalized support before, during, and after new leadership experiences to build confidence and skills •Connections to larger networks of professional youth workers •Job security and growth opportunities in the program/agency/field
- 8. “Leadership and Race: How to Develop & Support Leadership that Contributes to Racial Justice” “Leadership needs to be reframed as the process by which individuals and groups align their values and mission, build relationships, organize and take action, and learn from their experiences to achieve shared goals.” (p 9) 2010 Applied Research Center, Social Policy Research Associates, MP Associates, Do.Learn.Repeat, Kirwan Institute, Institute for the Study of Race and Ethnicity, Leadership Learning Community
- 9. Elements of Leadership Programs that Promote Racial Justice Meet People Where They Are Authentic Leadership Experiential Learning Stability and Safety Voice and Choice Sense of Belonging and Purpose Flexibility and Individualized Support Leadership, Shared Power, and Career Ladders Reflective Practice and Lifelong Learning Trust, Transparency, Employment Stability, Liveable Wage & Healthcare Authority to Make Decisions & Learn From Them Shared Vision and Mission Provide Resources Based on Need Networks and Access to Resources Skills DevelopmentProvide a Safe Space Learning and Reflection Meaning Making and Connecting
- 10. Millennial Leaders are Youth Workers “[Young leaders] are frustrated that older leaders give them responsibility without delegating the authority they need to get the job done. These young leaders are looking to be included, but instead find their ideas and skills overlooked”(p. 8) “Next Shift: Beyond the Nonprofit Leadership Crisis”(2007).Annie E Casey Foundation
- 11. Millennial Leaders are Youth Workers Those young millennial leaders who do take on executive roles in nonprofits “may seek to restructure the executive role, creating collaborative or shared leadership models and job expectations that allow for a healthier balance between work and life”(p. 6). Building Movement Project (2008) Expanding the youth development values to the workplace will attract, retain, and prepare the next generation of nonprofit, social change leadership, creating quality and professional career ladders for youth workers.
Notas do Editor
- Charles Smith Weikart Center for Youth Program Quality Lee M. Pearson Weikart Center for Youth Program Quality Stephen C. Peck University of Michigan Anne-Sophie Denault Université de Sherbrooke Samantha Sugar Weikart Center for Youth Program Quality Our approach departs intentionally from reform policy frameworks that seek to achieve instructional change through the manipulation of structural inputs such as formal teacher education, reductions in youth-staff ratio, or licensing and accreditation. While instructional practices are of central concern for many in the field, the management practices that steer setting resources toward higher quality instructional performance have been given less attention by researchers.
- For the past three years, I have been systematically gathering observations, interviews, informal conversations, surveys, and reflections from youth workers; both at my urban Minneapolis community organization and at as well as a few similar organizations. The goal in this data gathering for me was to learn what it takes to be a great youth worker supervisor. From this data and numerous secondary research sources, I have compiled a set of values that echo the voices of these community youth workers in Minneapolis. The values and approaches that arose were the same or similar to what quality research shows achieves positive outcomes for youth. Some of Tthese positive outcomes include increased confidence and skills, community culture reinforcement, health and emotional resiliency, increased self-worth and contribution, leadership for change, and positive role models for future generations. Minneapolis youth workers know what quality is and how to achieve it.
- I chose to ground my supervision style in the values and approaches proven successful in developing quality outcomes for youth. Would the transposition of these youth work values and approaches to the workplace environment have an impact on the professionalism of the youth workers I supervise? The answer was overwhelmingly yes. Employee, volunteer, and youth retention steadily increased, with those who stayed increasing their capabilities and confidence, and taking on more responsibility. A number of college student youth workers were inspired to change their major or add a minor in youth studies, and at least four chose to apply for career youth work jobs with our agency after receiving a four year degree (one of whom also had an employment offer from Google, and chose youth work). Staff attributed their increased professionalism to the values and approaches I had used with them. They also increasingly expressed an understanding that these same attributes represent youth work values and approaches. I saw my positive youth development approach with the staff change our program from one that promotes youth leadership development to one that also provides professional leadership development.
- “Tightly Coupled interlocking micro-systems or, behavioral settings” charles smith research -This means we can link our development through this experiential learning with the program improvement because we are ultimately creating an environment rich with growth and learning -what this means: WE MUST BE AWARE OF HOW WE OPERATE SO WE KNOW WHAT WE ARE CREATING. -The good news? We are already aligned with what the Annie E Casey Foundation