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Peel EYS Management Team

Peel EYS Management Team. Nov 4, 2016. Managing transitions. Possible fears or concerns Yours Staff or team members Departing director Incumbent Scenarios Worst case Best case Most likely. Narratives to manage. Culture elements. What we want to hold on to

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Peel EYS Management Team

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  1. Peel EYS Management Team Nov 4, 2016

  2. Managing transitions • Possible fears or concerns • Yours • Staff or team members • Departing director • Incumbent • Scenarios • Worst case • Best case • Most likely

  3. Narratives to manage

  4. Culture elements • What we want to hold on to • What still may need to change

  5. Conversations to consider with incumbent • Culture (strengths, challenges) • Expectations • Budget • Growth / Development • “60 day” decisions • On boarding process • Leadership style (language, lenses)

  6. Hopes / concerns • How could you contribute • Framing our needs and issues in a well aligned way • Providing context for our actions and recommendations • Keeping our team working well so we can support the new director • Open communication(element of risk taking) • We want the new person to be successful • Framing what you need to communication within the context of departmental success • Invite into, encourage the connections with the community • Be patient… • Be open to the possibilities, they most likely have a lot to contribute • Keep a positive attitude ourselves • Learn their language • Learn their style • Be prepared to tell your story more than once • Don’t be despondent if they don’t understand your story the first time. (elevator story, longer story) • Yours • H: Individual will have community based experience (soft skills that help with community partnerships • H: Balance the needs of the region with the needs of our customers • H: Balance between fiscal responsibility and social mindset • C: Complex to learn, lead, directing and doing all that the same time • We support by offering our help for the above • H: Openness to learn from us • H: Open to risk taking • H: Alignment from micro to macro level

  7. Hopes / concerns • How could you contribute • Extend our trust • Open and willing to help and learn from them • Help them understand our client’s experience (families and children / providers) • Share our leadership vision and guiding principles • Share and seek buy in for guiding principles • Build on collective and individual strengths • Ask for advice and guidance based on their other experiences • Believe they have value add • Communicate actively, avoid surprises • Provide eyes to the outside • Provide helpful feedback • Theirs (incumbent) • Make a difference • Fit well within the team • Fast learning curve • Not a burden to the team • Not drown • Be successful • If from outside, that their experience can translate • Value added to the team • Their vision of system change is strongly aligned • Get really good people to work with • That you’ll trust and respect them • Appropriate resourcing

  8. Hopes / concerns • How could you contribute • J: Offer sincere words of continuity, connectedness, calm confidence, competence • Honest description, ongoing communication, no false promises, transparency where you can. Clear on what we know and what we don’t know. Avoid speculation • Remind them to have faith in themselves, in their foundation • Remind them of support of managers • Connect back to previous success in managing change • Focus on continuing to provide excellent service • Reflect on how to continue to build on a strong foundation • Staff / community partners/ clients • In light of review + new director who doesn’t know them: Will this director advocate for us, for me? • Uncertainty with a lot of acting leaders in the department • We tend to overestimate our ability to manage change • Am I going to have a job in… (what’s my job going to look like…how will this impact me?) • What’s in it for me

  9. What we need to preserve (our strengths) • Mutual reliance and openness to advice from each other • The sessions we have on building our team and our culture together (time and regular focus) • Continue the collaborative effort at all levels • An openness to learn from our mistakes • Acceptance/ownership of our mistakes • The opportunity and environment to have the tough conversations • Courage, competency, trust • Walking the talk, using the guiding principles to guide ourselves

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