700: Foundations of Leadership
Agenda
Day One
 Welcome and Introductions
 The Characteristics of Effective Leadership
 Confidence in Leadership: A Perspective from Americans
 Strengths Based Leadership
 The Leader: Role Model of Social Work Values and Practice
 The Open Systems Model
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Agenda (continued)
Day Two
 Applying the Organizational Effectiveness Framework:
General Guidelines for Promoting Change
 Opportunities for Change and Improvement
 Applying the Organizational Effectiveness Framework:
Using the Assessment Tools and Templates
 Summary and Evaluations
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Learning Objectives
Participants will be able to:
 Identify the characteristics of effective leadership;
 Apply a strengths based approach to a leadership role;
 Apply the Organizational Effectiveness Framework;
 Identify Social Work Values and Practice Skills in
leading organizations; and
 Apply the steps of DAPIM™.
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Managing and Leading
Managers
Leaders
Managers typically obtain influence
based on status and power
Leaders obtain influence based on
follower choice
Managers set goals that accomplish a
practical purpose and are generally
quantifiable
Leaders set goals that inspire the
commitment of others
Managers rely on rules and procedures Leaders rely on people
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Managing and Leading (continued)
Managers
Leaders
Managers hold others accountable
Leaders hold themselves accountable
Managers focus on short-term results
Leaders focus on long-term results
Managers create order and stability
Leaders create “learning
environments”
Managers work within organizational
boundaries
Leaders cross organizational
boundaries
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What Americans Want Most from
Their Leaders is…
Honesty and Integrity.
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of
Government, Harvard University (October 2005)
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Communication
Ninety-three percent (93%) of those surveyed
regard ability to communicate as being extremely
(47%) or very (45%) important in being a good
leader.
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government,
Harvard University (October 2005)
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Which Factor Below is the Most Important to
You in Having Confidence in Your Leaders?
• Leaders’ honesty, integrity, and ethics in their
professional lives;
• Leaders’ honesty, integrity, and ethics in their personal
lives;
• Leaders’ knowledge, skills, and abilities; and
• Leaders’ ability to inspire followers’ loyalty and
enthusiasm.
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government,
Harvard University (October 2005)
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Factors Influencing Confidence in Leaders
44% of Americans thought that a leader’s
honesty, integrity, and ethics in his/her
professional life was the most important
factor to inspire confidence in a leader
vs:
26% who cite honesty, integrity and ethics in a
leader’s personal life as most important.
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government,
Harvard University (October 2005)
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Americans Feel the Country Would Be Better
Off with More Women in Leadership…
64% percent of respondents agreed to the
following statement: The country would be
better off if there were more women in
leadership positions (36% disagreed).
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government,
Harvard University (October 2005)
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Men and Women Tend to Think Differently
on the Issue
• While both genders see more female leadership
as a positive, men feel this way more than
women.
• Men believe the country will be better off with
more women as leaders by a 69% to 31% margin,
while women believe this to be the case by a 61%
to 39% margin.
U.S. News & World Report &Center for Public Leadership, John F. Kennedy School of Government,
Harvard University (October 2005)
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Why Do People Follow the Leader?
The leader provides for four basic needs:
• Trust
• Compassion
• Stability
• Hope
(Rath and Conchie, 2009)
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How Can I Better Meet My Followers’ Needs?
A leader can meet their followers’ needs by
deliberately using
• The strengths of others; and/or
• His/her own strengths to enhance skills
they lack.
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Others’ Strengths
• Who are the individuals in your agency that exhibit
strengths that you lack?
• Might these individuals be untapped resources?
• Can you team with them utilize these individuals’
strengths?
• How would I do that?
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Using My Strengths to Meet Others’ Needs
My Strengths
Staff’s Needs
1.
• Trust
2.
• Compassion
3.
• Stability
4.
• Hope
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An Important Question
If your staff were here today and we asked
them how you (the leaders) expected them
to engage their clients, what do you think
they would say?
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The Parallel Process
• “…there are parallels between the dynamics of supervision
and any other helping relationship. Therefore, the skills
that are important in direct practices with clients or
patients are also important to the supervisory relationship.”
(Shulman, 2010).
• “It is …very clear that client issues cannot be resolved by
helping systems that repeat the same problems” (Mehr,
1995).
• Our systems frequently recapitulate the very experiences
that have proven to be so toxic for the people we are
supposed to treat. (Bloom, 2006).
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The Parallel Process in Child Welfare
Administrators and Managers
Supervisors
Caseworkers
Children, Youth, and Families
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Vision, Mission, and Values
• Vision: a statement that describes how the future will
look when an organization’s desires and aspirations
are realized.
• Mission: a statement of what the agency does to help
contribute to making the vision come true.
• Values: ethical ideals that drive the scope, shape, and
approach to working with children, youth and families.
© 2011 American Public Human Services Association
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Organizations are systems when
they structure their cooperative efforts to achieve
consistently high quality results.
YOUR JOB
as managers and leaders
is to see that it happens!
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Eight Essential Components
1. Strategy
2. Outcomes
3. Outputs
4. Performance Actions
5. Performance Capacities
6. Inputs
7. Internal Feedback
8. External Feedback
(American Public Human Services Association, 2011)
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Outcomes
• What results do you hope to achieve?
• The difference it makes in the lives of children, youth,
and families.
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Outputs
• Benchmarks or indicators intended to measure an
outcome.
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Performance Actions
Policies, processes, services, tasks, meetings,
communication plans, and the activities accomplished by
individuals that ensure that the desired results are met.
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Performance Capacity
An agency’s capacity to convert inputs (people,
equipment, finances) into performance that results in the
desired outputs and outcomes.
© 2011 American Public Human Services Association
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Performance Capacity (continued)
Some examples are:
• Workforce capacity- Combined knowledge, skills, and
abilities
• Functional capacity- Use of training, fiscal, human
resources, information technology, office
management, quality assurance, and policy
development
• Trust
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Inputs
• Resources such as people, finances, equipment,
supplies, attitudes, perspectives, and values
needed to do the things that need done in order
to get the results.
What is it that you need in order
to do the activities that get the
results?
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Internal Feedback/Measures of Success
• Members of the organization assess progress
against stated success measures
• This is a key role for unit supervisors and
managers . . .
What is it that members of the
organization should measure?
How do supervisors report their
findings?
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External Feedback/Measures of Success
 Measuring progress against accountability measures
established by the external community.
 If you fail to set realistic expectations, the external
community might form their own impression of what
should be accomplished.
Who are the external
stakeholders?
What are their expectations?
How will you be accountable?
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Your Job….
• Assess the presence and
level of each component
of the Open System
• Establish what needs to
change in order for that
component to operate at
the optimal level
• Make the changes part of
your strategic plan.
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In Closing For Today And To Prepare For Day 2
• What is one problem you would like to solve
in your agency that is a barrier to success?
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Welcome to Day 2!
Application
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Agenda
Day One
 Welcome and Introductions
 The Characteristics of Effective Leadership
 Confidence in Leadership: A Perspective from Americans
 Strengths Based Leadership
 The Leader: Role Model of Social Work Values and Practice
 The Open Systems Model
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Agenda (continued)
Day Two
 Applying the Organizational Effectiveness Framework:
General Guidelines for Promoting Change
 Opportunities for Change and Improvement
 Applying the Organizational Effectiveness Framework:
Using the Assessment Tools and Templates
 Summary and Evaluations
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Assessing Agency Climate
• What might be happening within the
organization if you assess confusion
among your staff, key stakeholders,
and community?
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If the Agency Climate is One of
Confusion
Your change plan might be lacking a
clear Vision.
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Assessing Agency Climate
• What might be happening within the
organization if you assess anxiety
among your staff, key stakeholders,
and community?
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If the Agency Climate is One of
Anxiety
Your change plan might be lacking
clarity on how new knowledge and
Skills will be developed in your staff .
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Assessing Agency Climate
• What might be happening within
the organization if you assess slow
or gradual change among your
staff, key stakeholders, and
community?
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If the Agency Climate is One of
Slow/Gradual Change
Your change plan might be lacking:
Incentives for the staff, stakeholders,
and community
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Assessing Agency Climate
• What might be happening within the
organization if you assess frustration
among your staff, key stakeholders,
and community?
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If The Agency Climate Is One Of
Frustration
Your change plan might be lacking
clarity on how resources will be
obtained.
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Assessing Agency Climate
• What might be happening within the
organization if you assess false
starts among your staff, key
stakeholders, and community?
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If the Agency Experiences False
Starts
Your change plan might be lacking a:
clear Action Plan.
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Managing Complex Change
Lack of…
Leads to…
Vision
Confusion
Skill
Anxiety
Incentives
Gradual Change
Resources
Frustration
Action Planning
False Starts
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The Goals of this Section
 To expose leaders and managers to the tools used by
the Administration of Children, Youth and Families to
measure progress in child welfare.
 To expose leaders and managers to Pennsylvania’s
proposed model for continuous quality improvement.
 To help you think about how to gather information
and use it to inform planning within your
organization.
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An Opportunity for Improvement
The Child and Family Services Review
(CFSR)
• Authorized through amendments to Social Security Act in
1994; further shaped by Adoptions and Safe Families Act of
1997
• Periodic reviews of state child welfare systems, to achieve 3
goals:
• Ensure conformity with federal child welfare requirements;
• Determine what is actually happening to children and families
as they are engaged in child welfare services; and
• Assist states in helping children and families achieve positive
outcomes.
(http://www.acf.hhs.gov/programs/cb/monitoring/child-family-services-reviews)
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CFSR Process
Statewide Self Assessment
Onsite Review
Program Improvement Plan
Implementation and Monitoring
Improved Outcomes
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The CFSR Measures:
• Safety
• Permanency
• Well-being
• Systemic factors that impact outcomes
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PA’s Approach to Improvement
Via the Program Improvement Plan
Shared process
Focus on outcomes
Making connections
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Continuous Quality Improvement:
A Framework for Leading and Sustaining
Change
Building Blocks
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Continuous Quality Improvement (CQI)
The ongoing process by which an agency makes
decisions and evaluates its progress.
The National Resource Center for Organizational
Improvement and Casey Family Programs
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The Purpose of CQI is to:
Consistently gather information from a variety
of sources that can help to
• Evaluate the quality of services delivered;
• Inform decision making related to program
and agency improvements; and
• Assist in the development of a plan for
improvement.
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Quality Service Review (QSR) : One Piece of
the Puzzle
The Pennsylvania specific review tool developed by those
working in the field of child welfare to reflect core
values. The QSR
Serves as practice standards;
Establishes benchmarks;
Defines quality;
Provides feedback on current state; and
Provides a vehicle for ongoing monitoring.
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Organizational Effectiveness (OE): The Vehicle
to CQI
OE is a systemic
and systematic approach to continuously
improving an organization’s performance,
performance capacity, and client outcomes.
© 2011 American Public Human Services Association
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Systematic and Systemic Approaches
SYSTEMIC
SYSTEMATIC
Takes into account the
entire organization
A Step-by-Step approach
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What Does DAPIM™ Mean?

Define what that thing is in operational terms…

Assess its current and desired state…

Plan both rapid and long-term improvements…

Implement those plans in detail, and…

Monitor plan progress and impact for
accountability and ongoing adjustment.
© 2011 American Public Human Services Association
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Define
What will success look like?
How will you, staff, clients, and other stakeholders know
you are successful?
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Assess
Involves group input, brainstorming and
dialogue to determine:
 Findings: Strengths and Gaps.
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Building the Bridges to Planning
Bridging assessment and planning work
involves group input, brainstorming and
dialogue to determine:
 Priority Needs
 Root Causes; and
 General Remedies.
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3 Types of Improvement
Recommendations
Commitments
Team Activities
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Planning
Capacity Planning
Communication
Planning
Written CQI Plan
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Implementation
• Work teams begin their work; and
• Action plans are used regularly.
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Based on Monitoring…
Is the Desired Future State still applicable or should it
change?
….and the cycle begins again!
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Application of DAPIM™
DEFINE
MONITOR
IMPLEMENT
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PLAN
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Define
Using the problem you identified at the
end of Day 1….
If the problem were solved, what
would you see in your agency?
How would you define success?
Desired Future State
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Assess
• What are the strengths in your
organization that will help you reach
your Desired Future State?
• What are the gaps/barriers that keep
you from reaching your goal?
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Bridge to Planning: Prioritizing
• What are the three biggest barriers to
success from your list?
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Bridge to Planning: Root Cause Analysis
Look at the gaps you have identified.
Gaps are symptoms to underlying
issues….
• Why do the gaps exist?
• What is happening in the
organization?
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Bridge to Planning: Remedy Identification
• What commitments can you make?
• Are there recommendations that
you identified?
• Are there team activities that may
be helpful in your organization?
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How Long will it Take?
• Quick wins (30 days);
• Mid-term improvements (6 months); and
• Long-term improvements (6-24 months).
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Planning: Documenting the CQI Plan
• Identify the goal (using language stated in terms of the
opposite of the root cause).
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Planning: Communication Planning
• Who needs to know about the CQI Plan?
• What is it that each person/group needs to know?
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Implementation
• Action Plans
 Who?
 What?
 When?
 How will it be measured?
 Communication management
• Charters
• Team Activities
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Monitoring: How Can the Success of Your
Plan Be Measured?
Implementation Reviews

Measure accomplishments vs. plan milestones and
commitments.
Lessons Learned Reviews

Critical conversations that address new and emerging
questions and findings; drive further innovations.
Impact Reviews

Measure actual vs. expected impact on organizational
capacity and client outcomes.
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Thoughts about
Next Steps?
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For Technical Assistance,
Contact Your Practice
Improvement Specialist.
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