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Transforming Staff to Leadership Team

Transforming Staff to Leadership Team. A SYSTEMS APPROACH MODEL. Common vision . . . Common vision . . . 2010 – 2011 Badin Hall Staff Goals. Spiritual/ Ministerial Spirituality of PRESENCE. Badin Hall Staff Development Model. Personal Development Self Integration.

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Transforming Staff to Leadership Team

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  1. Transforming Staff to Leadership Team A SYSTEMS APPROACH MODEL

  2. Common vision . . .

  3. Common vision . . .

  4. 2010 – 2011 Badin Hall Staff Goals

  5. Spiritual/ Ministerial Spirituality of PRESENCE Badin HallStaff Development Model Personal Development Self Integration • Professional Development • Cohesive Teamwork

  6. Spiritual / Ministerial

  7. Presence is the essence of caring . . . caring, in fact, is presencing. To care [for the self] is holy because it’s an intentional imitation of divine Presencing. To care is to make oneself available, as God makes Godself available, in a meaningful, intimate, and creative way, to one’s deepest nature, to other humans, and ultimately to Godself. To care is to embrace and celebrate the PRESENCE that percolates throughout existence, and in doing so to assent to BE. To care is to become fully human . . . like Jesus. Adapted from Practicing Presence:: The Spirituality of Caring in Everyday Life by Kerry Walters (pp. 20-21)

  8. Spiritual / Ministerial 1

  9. Personal presence to self: attentiveness to and care of self on all levels.

  10. Personal presence to self: attentiveness to and care of self on all levels. RESOURCES

  11. Personal presence to self: attentiveness to and care of self on all levels. RESOURCES Course of Action

  12. Personal Development

  13. Working together well as a team can sometimes be a challenge. The personality of each member contributes to the identity of the team and influences the way the team operates. Effective teamwork, whether amid diversity or homogeneity, requires effective communication: making space for the contributions of others and shifting behavior to meet others at their view of the world. Effective communication involves self-knowledge and self-awareness – knowing our own perspectives, needs, values, and talents, and knowing our own bias and potential shortcomings. It is essential that each type contribute to the team, lead others, and express their blind spots in order for the TEAM to be at its best!

  14. Personal Development: self integration for LEADERSHIP 2

  15. SELF Integration for Leadership

  16. SELF Integration for Leadership RESOURCES

  17. Mary Libbey Anna Alex SD Sophia Claire

  18. SELF Integration for Leadership RESOURCES Course of Action

  19. Professional Development

  20. “If you could get all the people in an organization rowing in the same direction, you could dominate any industry, in any market, against any competition, at any time.” TEAMS can achieve more than individuals could ever imagine doing alone.

  21. Professional Development: Cohesive TEAMWORK 3

  22. Cohesive TEAMWORK

  23. The FIVE Dysfunctions of a Team For any team to consistently accomplish the results that it sets out to achieve, it must overcome five common dysfunctions. INATTENTION TO RESULTS AVOIDANCE OFACCOUNTABILITY LACK OF COMMITMENT FEAR OF CONFLICT ABSENCE OF TRUST

  24. Cohesive TEAMWORK Resources

  25. Cohesive TEAMWORK Course of Action Resources

  26. Getting Naked “At its core, naked service boils down to the ability of a service provider [Hall Staff] to be vulnerable – to embrace uncommon levels of humility, selflessness, and transparency for the good of a client [residents].” “We shall always place education side by side with instruction; the mind will not be cultivated at the expense of the heart.” Fr. Moreau – Circular Letter 36 “It is in the classroom where the mind is educated . . . It is in the resident halls where the heart is cultivated . . .” Fr. John Jenkins

  27. Even beyond the world of clients, being naked has its benefits and advantages. When we can demonstrate vulnerability to the people we live and work with, we build stronger relationships, affirm our trust in them, and inspire them to become more vulnerable themselves. And that is certainly worth getting naked for. (p. 214) or “cultivating the heart . . . “

  28. Head Staff TEAM Development 3.2

  29. There are three FEARS that prevent us from building trust and loyalty with our [clients] staff, team, residents . . .

  30. #1 FEAR OF LOSING THE BUSINESS

  31. #1 FEAR OF LOSING THE BUSINESS #2 FEAR OF BEING EMBARRASSED

  32. #1 FEAR OF LOSING THE BUSINESS #2 FEAR OF BEING EMBARRASSED #3 FEAR OF FEELING INFERIOR • Take a bullet for the • client / resident / RA • [rector models with • ARs) • Make everything • about the client • Honor the client’s • work • Do the dirty work • Admit your • weaknesses and • limitations

  33. The ultimate measure of leaders is not where they stand in moments of comfort and convenience, but where they stand in times of challenge and controversy.

  34. Individually, we are one drop. Together, we are an ocean.

  35. Thankyou!

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