Management for Equity and Social Justice

1. Management Training Series Going from good to great as a manager and a leader Molding your style through promising practices Macheo Payne Lincoln Child Center 2011 Lincoln Professional Training

2. DAY 1: Leadership Theory - The nuts and bolts of being a manager. leadership theory & strengths assessment and building relevance. DAY 2: Managing People - Building and strengthening the team, working with staff from strengths-based perspective DAY 3: Operations - Goals as a manager, agency leadership discussion with Chris, Supervision, HR/ employee relations (progressive disciplinary process) DAY 4: Bringing It All Together - Developing overall philosophy and strategy as a manager, The Cloud, revisits, recaps & wrap up Lincoln Professional Training

5. Diversity in Leadership Race, Class Gender, etc. Lincoln Professional Training

6. Diversity Issues The Social diseases: Race, class, gender, ethnicity, culture Bias - Automatic, universal & constant. Simply be aware. Stereotype - True until personally disproven. Cannot be addressed if denied. Assumption - Function of efficiency. Effective with natural world, highly ineffective with social sciences. Hidden from self until consciously acknowledged, typically through reflection Comfort level - Always present but only accessible if you “check-in” and reflect Lincoln Professional Training

7. Diversity Issues Culturally responsive management 1. Diversity issues, cultural differences, sexual orientation (do you disclose someone’s orientation to another staff? Even if they are openly gay?) 2. Race issues, institutional racism, and it’s manifestations 3. Gender bias & gender issues in the workplace 4. Differently abled 5. American Race activity 6. Being a target of discrimination or any of the isms. SHARING: Share experiences and how you dealt with them and how would you deal with them as a manager? 7. Hostile work environment? What if your boss is hostile? What if your staff is hostile? How to give direct feedback even if you are scared and how to protect yourself. Lincoln Professional Training

8. The Strength of Diversity The pathology lens of children and youth is not actually helpful for healing. Adults can be viewed similarly from a Strengths based perspective. Paradigms of Progress Win-Win Win Lose Positive Sum Game Zero Sum Game Cooperation Competition Unlimited Resources Scarcity, finite Resources The circle The ladder Lincoln Professional Training

10. Lincoln Professional Training Leadership Framework for Transformation LEADERSHIP JAZZ Max DePree Leadership Jazz emphasizes symbolic forms like story, metaphor, and music. The symbolic frame, drawing on social and cultural anthropology, treats organizations as tribes, theaters, or carnivals. It abandons the assumptions of rationality more prominent in the other frames. It sees organizations as cultures, propelled more by rituals, ceremonies, stories, (s)heroes, and myths than by rules, policies, and managerial authority. Organization is also theater: actors play their roles in the organizational drama while audiences form impressions from what they see onstage. Problems arise when actors play their parts badly, when symbols lose their meaning, when ceremonies and rituals lose their potency. We rebuild the expressive or spiritual side of organizations through the use of symbol, myth, and magic. EXAMPLE: Your program is a pot of stew. Culture (rituals, symbolism, metaphor, narrative) is the liquid in the stew, and form & function (policies, procedures, tasks, roles, goals and objectives) are the contents of the stew. As the leader, you stir the pot, add ingedients, taste, add fire, let simmer, etc. What is YOUR metaphor?

11. Lincoln Professional Training Leadership Jazz: 4 Frame Model

12. Logic Model Lincoln Professional Training

13. Logic Model Lincoln Professional Training

14. Hidden Rules of Class at Work Questions 1 . What resources do you bring? 2. What connections (relationships) do you bring? 3. What are your hidden rules? (assumptions, expectations, work style, professional integrity, resource management, work ethic, etc.) Lincoln Professional Training

15. Hidden Rules of Class at Work Examples of Rules 1. There are no “little people” 2. If I was in their shoes… 3. Interest convergence, ( all conflict is a misunderstood benefit) 4. There is no such thing as an absolute friend or foe 5. The little things make the big things happen 6. Working with purpose, passion & reflection yields more outcomes and impact than doing as many things as fast as possible 7. The process is just as important as the outcome because it determines the quality of the outcome Lincoln Professional Training

16. Management and Leadership: 3 Jobs in One “ The only person you can ever manage or lead effectively is yourself, and even then, you have a lot of convincing to do.” 1. Manage and lead yourself (principles, values, philosophy, time, priorities, thoughts, feelings, motivation, drive, determination, transformation, advancement, etc.) 2. Manage your duties, workload (calendar, schedule, assignments, tasks, work, etc.) 3. Manage relationships (supervise people, work with them, influence, guide, direct, support, encourage, inspire, coach, praise, appreciate, acknowledge, honor and respect) Lincoln Professional Training

17. Your Leadership Philosophy 1. Epistimology of Western Society: What we think we know and why we think we know it (core assumptions about life, death, reality (for instance: Western ideas of seperation between mind & body, western promoted host of binaries: good bad, victim perpetrator) 2. Ontology of a wholistic worldview: What happens in the world will always be a problem if we see it as something outside of ourselves. How we view the world and our connection to it is the problem AND the solution. Lincoln Professional Training

18. DAY 2: Managing People: Strengths-based teambuilding Lincoln Professional Training

19. Comic Relief

20. Difficult Conversation. Staff Splitting. How to build leadership & responsibility. Sharing Information, fostering competence. Lincoln Professional Training

22. Boundaries

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41. The Motivation Matrix Lincoln Professional Training

42. The Motivation Matrix Lincoln Professional Training

43. Motivating Staff SOLIDARITY or GUILT: Is doing their job your job? Do NOT motivate staff by doing their job to show them solidarity. You can step in fulfilling their functions periodically when it is in the best interest of clients, the program and a wise use of your time at that moment. Lincoln Professional Training

44. Supervisor Training DAY 3: Operations: Supervision Management goals Discipline

46. What is your biggest challenge with Staff? Your role? What do you do best? Where can you improve? Superman versus Supervisor

47. REFLECT 1. How many supervisors have you had? 2. Which one helped you grow and get better? 3. Which one did you hate/love the most? 4. Which one do you want to be like? Superman versus Supervisor

64. DAY 4: Developing Philosophy. Bringing it all together. Lincoln Professional Training

66. Introductions Lincoln Professional Training

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72. Boosting Productivity Lincoln Professional Training

73. Boosting Morale Lincoln Professional Training

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75. Web of Progress Lincoln Professional Training

76. Measuring Morale & Productivity Lincoln Professional Training

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80. Agency-Program-Alignment Lincoln Professional Training

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